The document discusses extending the use of TOGAF (The Open Group Architecture Framework) beyond IT architecture to encompass enterprise architecture for the entire organization. It proposes two approaches: 1) Expanding the scope of TOGAF phases to focus on business, common, and detailed levels of the enterprise. 2) Extending TOGAF's capabilities by adapting phases for iterative assessment at any scope or complexity using time horizons, expanded Zachman framework, and agile principles. This allows TOGAF to address architecture for any part of the enterprise.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
Building Business & IT Architecture Roadmaps with ArchiMate & TOGAFCorso
Building effective Business and IT Architecture Roadmaps and aligning your business strategy and IT capability with current and future-state architectures with ArchiMate and TOGAF.
Learn about:
• Transition planning
• Milestones with visual status
• Heatmaps and gap analysis
• Lifecycle states
• And more...
Corso webinar slides. Presented on Thursday 25th September 2014 by Larry Wallendorf, Global Pre-Sales Manager Enterprise Architecture at Corso.
This document outlines an enterprise architecture master plan for a government organization. It includes an 8-phase architecture development method to guide the creation of the enterprise architecture. It also establishes several architecture principles for the business, data, application, and technical architectures. Finally, it assesses the organization's current enterprise architecture capability as a Level 3, with the goals of advancing to Level 4 upon completing the architecture development phases and eventually reaching Level 6 with continuous improvements.
This document provides a template for an architecture roadmap for Project XXXX. It includes sections for the purpose of the document, a list of projects required to achieve the target architecture, a time-oriented migration plan showing the sequencing of projects, and recommendations for implementation. The migration plan section provides example views categorizing projects by characteristics like business objective. The document is intended to guide progression from the current to target architecture through incremental changes outlined in the projects.
TOGAF is an enterprise architecture framework that provides best practices for developing an enterprise architecture. It includes the Architecture Development Method (ADM) which defines a process for developing an enterprise-specific architecture. The ADM is supported by guidelines, techniques and content frameworks to produce and store architectural artifacts. TOGAF also defines reference models and an architecture capability framework to help organizations effectively establish and operate an architecture practice.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
The document discusses extending the use of TOGAF (The Open Group Architecture Framework) beyond IT architecture to encompass enterprise architecture for the entire organization. It proposes two approaches: 1) Expanding the scope of TOGAF phases to focus on business, common, and detailed levels of the enterprise. 2) Extending TOGAF's capabilities by adapting phases for iterative assessment at any scope or complexity using time horizons, expanded Zachman framework, and agile principles. This allows TOGAF to address architecture for any part of the enterprise.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
Building Business & IT Architecture Roadmaps with ArchiMate & TOGAFCorso
Building effective Business and IT Architecture Roadmaps and aligning your business strategy and IT capability with current and future-state architectures with ArchiMate and TOGAF.
Learn about:
• Transition planning
• Milestones with visual status
• Heatmaps and gap analysis
• Lifecycle states
• And more...
Corso webinar slides. Presented on Thursday 25th September 2014 by Larry Wallendorf, Global Pre-Sales Manager Enterprise Architecture at Corso.
This document outlines an enterprise architecture master plan for a government organization. It includes an 8-phase architecture development method to guide the creation of the enterprise architecture. It also establishes several architecture principles for the business, data, application, and technical architectures. Finally, it assesses the organization's current enterprise architecture capability as a Level 3, with the goals of advancing to Level 4 upon completing the architecture development phases and eventually reaching Level 6 with continuous improvements.
This document provides a template for an architecture roadmap for Project XXXX. It includes sections for the purpose of the document, a list of projects required to achieve the target architecture, a time-oriented migration plan showing the sequencing of projects, and recommendations for implementation. The migration plan section provides example views categorizing projects by characteristics like business objective. The document is intended to guide progression from the current to target architecture through incremental changes outlined in the projects.
TOGAF is an enterprise architecture framework that provides best practices for developing an enterprise architecture. It includes the Architecture Development Method (ADM) which defines a process for developing an enterprise-specific architecture. The ADM is supported by guidelines, techniques and content frameworks to produce and store architectural artifacts. TOGAF also defines reference models and an architecture capability framework to help organizations effectively establish and operate an architecture practice.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
The document outlines the Architecture Development Cycle phases in TOGAF 9. It includes 8 phases: Preliminary Phase, Requirements Management, Phase A (Architecture Vision), Phase B (Business Architecture), Phase C (Information Systems Architectures), Phase D (Technology Architecture), Phase E (Opportunities and Solutions), Phase F (Migration Planning), Phase G (Implementation Governance), and Phase H (Architecture Change Management). Each phase has specific goals and outputs to develop the business, information systems, and technology architectures and transition between them.
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
This document provides an overview of enterprise architecture using TOGAF methodology. It includes numerous sample templates for business, data, application, and technology architecture segments. The key phases of TOGAF include developing baseline and target architectures for each segment, performing gap analyses, and defining roadmaps. Examples of sample templates are provided for elements like architecture visions, catalogs, matrices, diagrams, and gap analyses.
The document describes the different types of viewpoints and artifacts that can be produced at various phases of an architecture project following the TOGAF standard. It outlines catalogs, matrices, diagrams that define foundational and domain-specific views, including principles catalogs in preliminary phase, stakeholder maps in phase A, and various business, data, application, and technology models in subsequent phases. The document provides details on the purpose and contents of specific viewpoints and artifacts.
This article discusses how enterprise architecture can better support business outcomes by taking a data-driven approach. It emphasizes understanding stakeholder needs, focusing on future state and desired outcomes over exhaustive current state modeling, and ensuring architecture data is easily accessible and tailored to different audiences. The rise of digital business, IoT, and APIs means data may no longer be fully controlled internally, so enterprise architects and data managers must work closely together to coordinate data modeling efforts and address issues like data quality, security, and packaging data into new digital products. Socializing architecture efforts across IT groups can increase adoption of architecture as a decision-making tool.
Enterprise architecture is a discipline that helps define, develop, and exploit boundaryless information flow capabilities to achieve an organization's strategic goals. It translates business vision and strategy into effective enterprise change by developing principles and models that describe the future state and enable evolution. Common enterprise architecture frameworks include TOGAF, Zachman Framework, FEAF, and DODAF, which provide standardized approaches and classifications.
Process perspective is valuable, but far too much time is wasted in detailed process modelling with too little benefit. Presents an approach that delivers high benefits for less effort.
This document outlines the phases and steps of The Open Group Architecture Framework (TOGAF) architecture development method (ADM). The ADM consists of 8 phases (A through H) that guide the development, implementation and governance of an enterprise architecture. Each phase contains several numbered steps to carry out key architecture activities like developing visions, roadmaps and implementation plans. Requirements management is also described as running throughout the ADM process.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
This document provides a template for a Statement of Architecture Work for the Project XXXX client YYYY. It outlines the objectives, scope, roles and responsibilities, approach, work plan, risks and acceptance criteria for the architecture project. The architecture work will follow the TOGAF Architecture Development Method and Architecture Content Framework, documenting the business, information systems, and technology architecture. Key deliverables will include architecture documents and views addressing stakeholder concerns.
I used this presentation as an additional source to study for my TOGAF 9 exams. In the end I passed both y Level I and Level II exams. This might help you as well.
Unpacking TOGAF's 'Phase B': Business Transformation, Business Architecture a...Tetradian Consulting
The Open Group Architecture Framework (TOGAF) is a structured method for developing enterprise architectures. As standard, its 'Phase B', 'Business Architecture', is an IT-centric way of viewing the business: we need to 'unpack' it to move to a more holistic view of the enterprise in which IT takes a more realistic role.
[Presentation at TOGAF Conference, Paris, April 2007. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2007]
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
The document discusses achieving strategic objectives for enterprise infrastructure. It outlines five strategic objectives: 1) align with business requirements and be fit for purpose, 2) be operable and easy to understand/maintain, 3) be resilient, modular and plug-and-play, 4) be scalable using building blocks and repeatable processes, and 5) enable future proofing through roadmaps. It recommends taking incremental steps like auditing, inventorying, standardizing templates and configurations, and establishing roadmaps to work towards these strategic objectives. These incremental steps can help architectural initiatives succeed if baseline deviations are controlled and incremental value is delivered.
This document provides an overview of the Architecture Development Method (ADM), which is a framework for developing enterprise architectures. It describes the phases of the ADM, including the Preliminary Phase, Requirements Management, Architecture Vision, Business Architecture, Data Architecture, Application Architecture, Technology Architecture, Opportunities & Solutions, and Migration Planning. For each phase, it lists the objectives, typical steps, common inputs, and expected outputs to provide guidance on executing that phase of the architecture development lifecycle.
TOGAF is an enterprise architecture framework that provides best practices for developing enterprise architectures. It includes the Architecture Development Method (ADM) which consists of 8 phases to guide architecture development from developing an architecture vision through implementation and governance. TOGAF also includes the Enterprise Continuum, which is a virtual repository for architecture assets, and the Resource Base, which contains templates and guidelines to support the ADM.
The Open Group Architecture Framework (TOGAF) is an enterprise architecture framework developed and maintained by The Open Group. TOGAF provides a method and set of supporting tools for developing enterprise architecture and transitioning enterprises to a target architecture. It includes the Architecture Development Method which is a step-by-step approach to developing an enterprise architecture. TOGAF also includes an architecture content framework for structuring and categorizing architecture artifacts. The framework helps optimize business and IT alignment, reduce costs, and minimize implementation risks.
Understanding and Applying The Open Group Architecture Framework (TOGAF)Nathaniel Palmer
TOGAF is a framework for enterprise architecture developed and supported by The Open Group. It provides best practices for developing architectures and includes components such as the Architecture Development Method, reference models and a resource base. The latest version, TOGAF 8, focuses on aligning architecture with business needs and making TOGAF easier to use. TOGAF certification and training are available for individuals and organizations.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
The document discusses the origins and development of Just In Time (JIT) manufacturing. It explains that JIT was pioneered by Toyota in Japan after World War II as a way to increase productivity and reduce costs. The key figure in developing JIT was Taiichi Ohno at Toyota, who identified different types of waste in production like overproduction, inventory, transportation, and defects. He developed JIT principles to eliminate these wastes by having components move through production only as needed.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
The document outlines the Architecture Development Cycle phases in TOGAF 9. It includes 8 phases: Preliminary Phase, Requirements Management, Phase A (Architecture Vision), Phase B (Business Architecture), Phase C (Information Systems Architectures), Phase D (Technology Architecture), Phase E (Opportunities and Solutions), Phase F (Migration Planning), Phase G (Implementation Governance), and Phase H (Architecture Change Management). Each phase has specific goals and outputs to develop the business, information systems, and technology architectures and transition between them.
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
This document provides an overview of enterprise architecture using TOGAF methodology. It includes numerous sample templates for business, data, application, and technology architecture segments. The key phases of TOGAF include developing baseline and target architectures for each segment, performing gap analyses, and defining roadmaps. Examples of sample templates are provided for elements like architecture visions, catalogs, matrices, diagrams, and gap analyses.
The document describes the different types of viewpoints and artifacts that can be produced at various phases of an architecture project following the TOGAF standard. It outlines catalogs, matrices, diagrams that define foundational and domain-specific views, including principles catalogs in preliminary phase, stakeholder maps in phase A, and various business, data, application, and technology models in subsequent phases. The document provides details on the purpose and contents of specific viewpoints and artifacts.
This article discusses how enterprise architecture can better support business outcomes by taking a data-driven approach. It emphasizes understanding stakeholder needs, focusing on future state and desired outcomes over exhaustive current state modeling, and ensuring architecture data is easily accessible and tailored to different audiences. The rise of digital business, IoT, and APIs means data may no longer be fully controlled internally, so enterprise architects and data managers must work closely together to coordinate data modeling efforts and address issues like data quality, security, and packaging data into new digital products. Socializing architecture efforts across IT groups can increase adoption of architecture as a decision-making tool.
Enterprise architecture is a discipline that helps define, develop, and exploit boundaryless information flow capabilities to achieve an organization's strategic goals. It translates business vision and strategy into effective enterprise change by developing principles and models that describe the future state and enable evolution. Common enterprise architecture frameworks include TOGAF, Zachman Framework, FEAF, and DODAF, which provide standardized approaches and classifications.
Process perspective is valuable, but far too much time is wasted in detailed process modelling with too little benefit. Presents an approach that delivers high benefits for less effort.
This document outlines the phases and steps of The Open Group Architecture Framework (TOGAF) architecture development method (ADM). The ADM consists of 8 phases (A through H) that guide the development, implementation and governance of an enterprise architecture. Each phase contains several numbered steps to carry out key architecture activities like developing visions, roadmaps and implementation plans. Requirements management is also described as running throughout the ADM process.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
This document summarizes the key points made by Judith Jones, CEO of Architecting the Enterprise, in her presentation at the Telelogic Conference on November 4th 2008 about the value of mature enterprise architecture. She discusses how enterprise architecture exists within every organization and affects its efficiency and effectiveness. It is not optional. She outlines TOGAF as the industry standard architecture framework and how it provides best practices and professionalism. Mature enterprise architecture helps organizations get work done quicker, reduce risks, and lower running costs, demonstrating its business value.
This document provides a template for a Statement of Architecture Work for the Project XXXX client YYYY. It outlines the objectives, scope, roles and responsibilities, approach, work plan, risks and acceptance criteria for the architecture project. The architecture work will follow the TOGAF Architecture Development Method and Architecture Content Framework, documenting the business, information systems, and technology architecture. Key deliverables will include architecture documents and views addressing stakeholder concerns.
I used this presentation as an additional source to study for my TOGAF 9 exams. In the end I passed both y Level I and Level II exams. This might help you as well.
Unpacking TOGAF's 'Phase B': Business Transformation, Business Architecture a...Tetradian Consulting
The Open Group Architecture Framework (TOGAF) is a structured method for developing enterprise architectures. As standard, its 'Phase B', 'Business Architecture', is an IT-centric way of viewing the business: we need to 'unpack' it to move to a more holistic view of the enterprise in which IT takes a more realistic role.
[Presentation at TOGAF Conference, Paris, April 2007. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2007]
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
The document discusses achieving strategic objectives for enterprise infrastructure. It outlines five strategic objectives: 1) align with business requirements and be fit for purpose, 2) be operable and easy to understand/maintain, 3) be resilient, modular and plug-and-play, 4) be scalable using building blocks and repeatable processes, and 5) enable future proofing through roadmaps. It recommends taking incremental steps like auditing, inventorying, standardizing templates and configurations, and establishing roadmaps to work towards these strategic objectives. These incremental steps can help architectural initiatives succeed if baseline deviations are controlled and incremental value is delivered.
This document provides an overview of the Architecture Development Method (ADM), which is a framework for developing enterprise architectures. It describes the phases of the ADM, including the Preliminary Phase, Requirements Management, Architecture Vision, Business Architecture, Data Architecture, Application Architecture, Technology Architecture, Opportunities & Solutions, and Migration Planning. For each phase, it lists the objectives, typical steps, common inputs, and expected outputs to provide guidance on executing that phase of the architecture development lifecycle.
TOGAF is an enterprise architecture framework that provides best practices for developing enterprise architectures. It includes the Architecture Development Method (ADM) which consists of 8 phases to guide architecture development from developing an architecture vision through implementation and governance. TOGAF also includes the Enterprise Continuum, which is a virtual repository for architecture assets, and the Resource Base, which contains templates and guidelines to support the ADM.
The Open Group Architecture Framework (TOGAF) is an enterprise architecture framework developed and maintained by The Open Group. TOGAF provides a method and set of supporting tools for developing enterprise architecture and transitioning enterprises to a target architecture. It includes the Architecture Development Method which is a step-by-step approach to developing an enterprise architecture. TOGAF also includes an architecture content framework for structuring and categorizing architecture artifacts. The framework helps optimize business and IT alignment, reduce costs, and minimize implementation risks.
Understanding and Applying The Open Group Architecture Framework (TOGAF)Nathaniel Palmer
TOGAF is a framework for enterprise architecture developed and supported by The Open Group. It provides best practices for developing architectures and includes components such as the Architecture Development Method, reference models and a resource base. The latest version, TOGAF 8, focuses on aligning architecture with business needs and making TOGAF easier to use. TOGAF certification and training are available for individuals and organizations.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
The document discusses the origins and development of Just In Time (JIT) manufacturing. It explains that JIT was pioneered by Toyota in Japan after World War II as a way to increase productivity and reduce costs. The key figure in developing JIT was Taiichi Ohno at Toyota, who identified different types of waste in production like overproduction, inventory, transportation, and defects. He developed JIT principles to eliminate these wastes by having components move through production only as needed.
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Digital Transformation Toolkit - Overview and ApproachPeterFranz6
The document provides an overview of a 6-phase approach to digital transformation along with frameworks, tools, templates, tutorials and best practices. The 6 phases include: (1) carrying out a business case for change and setting up the digital transformation, (2) defining the digital transformation strategy, (3) carrying out detailed business cases and financial models for projects, (4) implementing, tracking and managing progress, (5) defining and implementing a change management strategy and plan, and (6) defining and implementing a communication strategy and plan. The toolkit is intended to help organizations undertake a successful digital transformation with support from management consultants in a more affordable way than solely relying on tier 1 consulting firms.
Digital Transformation Consulting ProposalBizzmaxx
The Digital Transformation Consulting proposal is a proposal to help customers to carry out projects using the Digital Transformation Planning methodology. Note that a staggering 84% of digital transformation projects fail to deliver their expected benefits resulting in enormous missing ROI, as well as the collateral damage to business strategy, shareholder value and team morale. What are the most important reasons why so many businesses struggle with digital transformation?
I have seen many people investing on expensive course on different platform to learn TOGAF. But with this course it will be simple for you to learn TOGAF 9.2 and enterprise architecture together easily.
Hello everyone, my name is Santanu, to introduce myself, I am currently involved in a large engagement as an enterprise architect for an european giant for their digital transformation. I completed my Computer Engineering back in late 90's, and having 20+ years’ experience in leveraging innovation & strategic approach for driving software development with object-oriented techniques and languages in all areas of business, data, application and technology architecture. I am passionate to teach the software professionals on Enterprise Architecture, TOGAF, Cloud migration Architecture, COBIT, Information architecture, Security architecture, Reactive architecture and many more upcoming new technologies.
I have activated a very nominal fees for the members to learn TOGAF Level 1 and Level 2 course in this channel. I could have kept it free, however I understand the random youtube contents may be good but not organised as i have done in this particular course.
Join this channel to get access to perks:
/ @santanudasvlogs4u
What you'll learn
After completion of this course, You will be able to demonstarte your expertise in TOGAF 9.2. You will be able to demonstarte your skills on basic concepts, core concepts, architecture development method and its phases, the enterprise continuum and the tools, architecture development guidelines and techniques. Also, you will be able to demonstarte your knowledge on architecture governance, architecture views, viewpoints and stakeholders. Not only that you will be able to manage your building blocks, the ADM deliverables and TOGAF reference models efficiently. The overall view of the enterprise will be quite easy to connect, be it infrastructure, business, data, application, project management, service management, change management your inputs will be valued.
After completion of this course, You can connect all the elements of enterprise architecture using TOGAF. You will be able to work as an enterprise architect. You will be able to work on any case study, bids or any greenfield project in your organisation and start applying your TOGAF skills. You will be able to connect the missing dots and start looking yourself as an Enterprise Architect.
I Promise You: You will learn enterprise architecture using TOGAF 9.2 #short time and less study.
This will be The Fastest And Easiest Way to Learn TOGAF 9.2 just by watching a bunch of Video's and some custom Instructions.
Key things you'll learn:
You will be able to take Togaf Level 1 & Togaf Level 2 Exam after completion of the Course
You will be able to Apply Togaf in real world
You will master the concepts easily
You will be able to remember things more easily
Less time to prepare for Togaf 9.2 Level 2 Certified Exam
Case Study Based Preparation
Re
The document provides templates for project status reports. The first template shows the overall project status as green and on track, with planning, scoping and analysis, and build 50% complete. Testing has started with some defects found. The second template provides a more detailed status for each phase, showing phase 4 (UAT) as amber due to a high number of defects found, with tasks to complete UAT and address defects before sign off. Phases 5 and 6 are on track.
Engineering Change Management - Overview and Best PracticesShobhit Singhal
Overview of the Engineering Change Management process, issues, goals, industry specific challenges, etc. This presentation also covers some successful SAP ECM implementations to help you gain some insight and knowledge about current industry best practices.
View my website www.sapplmworld.com for more information on SAP PLM.
Defining a digital transformation maturity modelShekar K. Rao
The document proposes a Digital Transformation Maturity Model (DTMM) to help companies evaluate the status of their digital transformation initiatives. The model is based on two dimensions: 1) maturity levels adapted from the CMM model, ranging from initial to innovating, and 2) organizational levers like strategy, technology, people that impact digital transformation. The document outlines the maturity levels and levers, and provides an initial mapping of how the levers map to the levels to create the DTMM. Next steps are identified to further develop the model into a quantitative assessment tool.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The document outlines 10 key elements that should be included in an ERP project blueprint to help ensure project success. The blueprint should define: 1) the program management process; 2) current business issues; 3) overall project scope; 4) project organization and standards; 5) strategy development; 6) business case and roadmap; 7) benefits realization and strategy management; 8) benefits realization measurement; 9) IT transformation; and 10) data definitions, integration, and user testing. Defining these elements upfront in a blueprint can help proactively address questions and keep the project on track.
White Paper: How to bridge the gap between business, IT and networks – applyi...Ericsson
For operators, a digital telco approach represents a new business and operating model for creating digital services and responding to consumer demands. This model provides the agility required to manage the entire digital ecosystem. However, the model also calls for an ICT transformation of both the front end and back end of an operator’s business.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
Establishing an Enterprise Architecture practice is a challenging proposition in any organization. Here is how I introduced it to CIOs in State Government in Arizona. Tailor it to your needs and feel free to share.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
This document provides an overview of ITIL (Information Technology Infrastructure Library) concepts including the ITIL service lifecycle. It defines key terms like service, service management, and discusses ITIL versions 2 and 3. It also covers ITIL principles such as focusing on customer satisfaction and the strategic role of IT. Process models, organizational roles, and the five stages of the ITIL service lifecycle are outlined.
Module_9 Developing an Enterprise Architecture Management Plan (1).pptxreiscristelle
The document discusses the development of an enterprise architecture (EA) management plan, which describes how an organization will manage the transition from its current EA to a future EA. The EA management plan has several sections, including summaries of the current and future architecture, an EA sequencing plan, and configuration management. It is an important document that coordinates changes to the EA and supports oversight as the organization transitions components and resources over time.
The document provides an overview comparison of the ITIL and TOGAF frameworks. It discusses how the frameworks have evolved to overlap more in addressing business-IT alignment. Both frameworks follow a process approach and quality cycle. Key differences are that TOGAF focuses on developing business architecture, while ITIL's scope is delivering efficient IT services, and TOGAF does not cover service operations while ITIL does. The document then compares the processes and phases of each framework in detail.
Art of Business Transformation by Sohag SarkarSohag Sarkar
The paper analyzes the end-to-end process of Telecom
Business Transformation (which can be applied to other Industries as well). Today majority of the Telcos around the globe are engaged in a business transformation in some form or the other. A business transformation is required to keep pace with the internal and/or the external factors within the Telco. An internal factor maybe defined as an initiative which is driven from within the organization, example “Sustenance like keeping pace with the subscriber growth”. While on the other hand, an external factor may also drive an organization to initiate a business transformation like the readiness for Mobile Number Portability.
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1. -
Enterprise Architecture and Digitalization:
A pragmatic stagewise approach
Aditya Bhelke
Syngenta
Pune, India
adityabhelke@gmail.com
Bhanu Singh
Syngenta
Pune, India
bhanu.singh@live.in
Abstract— in this paper the authors try to establish the
concepts of a typical phased Digital journey leading to
Digitalization.
While doing this there is emphasis on the 7 levers of Digital
Transformation and their relationship with an EA
framework. The TOGAF EA ADM is examined to establish a
relationship with the 7 levers. Using these 7 levers the
importance of having a formal EA as a foundation for a
successful Digitalization journey is established.
With the use of two examples/use cases, one from a public
government and another for a private enterprise the theory is
validated.
Finally a conclusion is presented that the Digitalization
journey will happen in stages with a higher rate of success in
the presence of a formal EA.
Keywords— Enterprise Architecture Digitization
Digitalization Digital Transformation Levers Phase Stage
TOGAF ADM EA
I. ASSUMPTIONS
The preliminary phases of EA as per TOGAF i.e.
to setup an EA function have been assumed to be performed
and finished when we use the TOGAF model. This phase
has therefore not been explicitly mentioned anywhere in the
scenarios, diagrams, figures & description
II. DEFINITIONS
Digitization
Digitization is the process of changing from
analog to digital form, also known as digital
enablement. Said another way, digitization takes
an analog process and changes it to a digital form
without any different-in-kind changes to the
process itself. [1]
Digitalization:
Digitalization is the use of digital technologies to
change a business model and provide new revenue
and value-producing opportunities; it is the
process of moving to a digital business.
This can be achieved by integration of digital
technologies into everyday life by the digitization
of everything that can be digitized. [2]
Digital Transformation
Digital transformation is the process of using
digital technologies radically improve the
performance or reach of an organization. It can
also be used to create new or modify existing
business processes, culture, and customer
experiences to meet changing business and market
requirements.
This reimagining of business in the digital age is
digital transformation. [3] [4]
Operating Model
OM is both an abstract or visual representation
(model) of how an organization delivers value to
its customers or beneficiaries as well as how an
organization actually runs itself
III. CONTEXT
A. What is a Digital Transformation?
Building on the definition, we can determine that
in a digitally transformed business, digital technologies
enable improved processes, engaged talent, and new
business models.
1) Digital Transformation Strategy
A successful digitally transformed business will require a
Digital transformation strategy.
This strategy will need to align itself with the existing
Corporate Strategy. The Corporate Strategy which can be
decomposed into Operational & Functional Strategy will
need to support the Digital transformation strategy.
This concept is explained in detail in a paper by Matt, C.,
Hess, T. & Benlian, A. Bus [5]
The below diagram (Figure 1) from their paper explains
this briefly.
2) 7 Levers of Digital Transformation
It has also been realized that for a successful
implementation of a Digital transformation strategy some
key aspects need to be recognized as a part of the broader
Digital Transformation Strategy.
Figure 1 - Digital transformation strategy
2. As per the white paper titled “The seven levers of Digital
Transformation” such key aspects or as the authors call
them ‘levers’ will form the foundation of the Digital
transformation journey. [6]
Seven such levers have been identified.
The 7 levers are:
1. Business Process Transformation
2. Customer Engagement & Experience
3. Product or Service Digitization
4. IT & Delivery Transformation
5. Organization Culture
6. Strategy
7. Ecosystem & Business Model
We have taken the liberty to redraw their conceptual
diagram to denote our line of thoughts.
The change which we have proposed is that Organization
Culture (lever 5) & Strategy (lever 6) overlap, while the
original diagram shows a hard boundary. Below diagram
(Figure 2) depict the 7 levers.
3) The TOGAF Architecture Development Method
(ADM) cycle
The 7 levers of Digital transformation journey recognize
the TOGAF EA framework.
Accordingly we have also considered the TOGAF
Architecture Development Method (ADM) cycle to form
the context of this paper.
Other EA frameworks like e.g. Zachman EA framework
may be considered. The overall context will remain the
same while the implementation methodology may differ.
The ADM cycle diagram (Figure 3) shows 4 iteration
cycles. [7]
The four high level iteration cycles are:
1. Architecture Context
2. Architecture Delivery
3. Transition Planning
4. Architecture Governance
Each distinct phase inside each cycle will need to
continually revisit the Requirement Management phase.
This is an important aspect from a Digitalization point of
view and a key success criteria.
4) Steps leading to Digital Transformation
A compelling business problem or a business requirement
will need a major transformation to happen.
This can be depicted in the follow diagram (Figure 4) which
addresses:
Problem statement
Solution
Journey(s)
Mission statement revision
This process can be termed as a Digital Transformation
5) Relationship between the 7 levers and TOGAF ADM
The Digital Transformation Strategy will need to be aware
of the 7 levers and consciously ensure focus on those
levers. The chosen EA methodology, e.g. TOGAF ADM
will need to incorporate the 7 levers within the individual
Phases and also in the iterative cycles. Doing this will
ensure a successful intended outcome as we have examined
using scenarios in this paper.
IV. RELATING THE DIGITAL TRANSFORMATION TO EA
In this section we try to relate all the stages of Digitalization
and Enterprise Architecture; specifically using the TOGAF
ADM as a reference.
A. The Stagewise Model - A pragmatic stagewise
approach to Digital Transformation
The transformation lifecycle with respect to EA will help
create the broader Digital transformation strategy. The
diagram (Figure 5 and/or 6) below depicts such a lifecycle.
We introduce some terms as a part of this lifecycle as
follows:
IT and Delivery
Transformation
4
Business
Process
Transformation
1
Customer
Engagement &
Experience
2
Product or
Service
Digitization
3
Ecosystem &
Business Model
7
Strategy
6
Organizational
Culture 5
Figure 2 - 7 Levers of Digital Transformation
Figure 3 - TOGAF ADM phases & iterative cycles
Mission statement
revision
Problem
statement
Solution Journey 1 Journey n
Figure 4 - Steps leading to Digital Transformation
3. Stage(s) – 3 distinct stages (S1, S2, S3):
o Analog to Digital (Digitization) (S1),
leading to Transformation
o Digital to Digitalization (Digitalization)
(S2), leading to Digital Transformation
o Ever Evolving Digitalization (S3),
leading to Ongoing Digital
Transformation
Journey(s) – is/are within effort phase (J1, J2... Jn)
of the Stages
Continual – ongoing effort which is applicable to:
o Journeys within specific TOGAF ADM
phases:
Requirement Management
Opportunities & Solutions
Technical Architecture
Migration planning
o In the ever evolving Digitalization Stage
(S3)
Operating Model (OM) – A part of the Digital
transformation strategy
o Target OM – An update to the original
OM which will be necessary to drive the
transformation strategy
o Digital Target OM - An update to the
Target OM which will be necessary to
drive the Digital transformation strategy
for Digitalization
Realization – The phase of a stage where the
outcomes will start to materialize and can be
measured either qualitatively or quantitatively
Outcomes – A measure of success of the
transformation strategy will be achieving the
intended outcomes
Model diagram also available full page in Appendix.
B. How does this model help?
The Stagewise Model will help in identifying and
understanding the following:
Stages
o What are the distinct stages and the
various transformations
o In what stage is the organization
currently with respect to certain business
transformation requirements
o The ability to clearly distinguish between
the maturity of the transformations
Journey
o Multiple journeys may be possible to
meet the transformation objectives
Continual
o Digital Transformation is continual in
nature
Operating Model
o How and when the Operating Model has
to evolve to meet the transformation
requirements
o Definitions of what the Target OM and
Digital TOM need to look like
Realization
o When the realization can happen, how to
measure it, how to ensure corrections are
applied when necessary
Outcomes
o What are the possible outcomes and
when they can be achieved
V. SCENARIO BASED ASSESSMENT
A. Scenario selection and validation
The authors researched to find colleagues & peers who had
participated in projects / programs related to Enterprise
Architecture with Transformation objectives. This lead to
identification of many use cases and actual Digital &
Digitalization transformation projects.
After initial shortlisting, two suitable scenarios were
selected for detailed assessment of the stated hypothesis.
Additional discussions & interview based approach with
project participants helped understand the scenarios from
the point of view of this paper.
B. Scenario 1 - Digitisation of land records by State
Government
1) Introduction
State Government Land Records Department is responsible
for registering & providing details of land records to their
customer’s viz. citizens, other Govt. departments, Courts
etc. They are completely dependent on a manual ways of
working with physical copies of the records. These records
are stored in large warehouses. Department employees
manually search and update records using a legacy physical
system of files, folders, boxes and shelves.
The Department is facing problems:
Poor Customer Satisfaction
o Due to ever increasing turnaround time
o Error prone system
Increasing cost
o Wear and tear of records
o Increasing operational costs like
additional warehouses, additional man
power
After assessing many approaches & solutions, the
following were identified as necessary actions:
Convert physical records to digital
E.g.Outcomes:
Save money
E.g.Outcomes:
Earn money (streams, cross selling)
Stronger engagement
Improved CSAT
Foster Innovation
Adopt Innovation
Ease of use
Disrupt
Handle disruption
D-TOM
OM
Stages: S1: Analog to Digital
(Digitization)
S2: Digital to Digitalization
(Digitalization) S3: Ever Evolving Digitalization
Requirement Management
A: EA Vision
B: Business Architecture
C: IT Architecture
D: Technical Architecture
E: Opportunities & Sol
F: Migration Planning
G: Implementation Governance
H: EA Change Management
J1 Jn
J2
JcJ
J1
J2
Jn
Jc
O1 O2 Oc
J1
J2
Jn
S_= Stages
J_ = Journeys within Phases
c = Continual
OM = Operating Model
TOM = Target OM
D-TOM = Digital Target OM
for Digitalization
D1 = Digital
D2= Digitalization
Dc= Continual Digitalization
J1
J2
Jn
D1 D1realization D2 D2realization Dc
J
J_
Journey specific
requirements at start
O_
Phase specific Opp &
Sol assessments
Iterative Requirement
management
J1
J2
Jn
Outcomes
TOGAF ADM Phases (A to H)
4 iteration cycles of TOGAF
TOM
Figure 5 - The stagewise model
4. Train employees to adopt this digital way of
working
The above are nothing but Digitization
2) Digitization Stage (S1)
The Department hired an agency to convert
physical records to digital and store them in a
data base (This can be termed as Analog to
Digital)
A front end application was developed by the
agency to allow quick retrieval & updating of
records
Digital scanners were installed in all the
offices and simple to use process was
developed
Employees were consulted in all the phases of
this transformation, ensure that the solutions
met the actual requirements
Training was imparted to employees to use
the new system
User/customer feedback system was
incorporated which was used to measure
CSAT and share feedback to the Agency
Based on the feedback, the system &
processes were improved
There was a distinct effort phase (D1) where
Requirements (employees & customers) and
their Opportunities & Solutions (O1) were
identified by the Agency
A Target Operating Model (TOM) was as
outcome of D1 – which was nothing but a
way of working, processes & sequences in the
form of SOP’s for the employees
The multiple warehouses were not required
anymore leading to large cost savings
Also the manpower required for the
operational activities was optimized leading
to cost savings
This led to a second phase of the Digital
realization (D1 realization) where the
outcomes were met
The Operating Model was used as guidance
Requirement Management was iterative and
continually visited as per the ADM
This solution & journey was based on the
TOGAF ADM
3) New Challenges
There was strong user feedback asking for
self-service system instead of physical visits
to the Department offices
The new digital solution was hosted on
servers in the Departments Central Office.
This did not allow the solution to scale to
meet increasing demands on services
rendered
4) Digitalization Stage (S2)
An Agency was again hired to address the
new challenges
TOGAF (ADM) was used as an Enterprise
Architecture guiding framework.
Multiple Digital Transformation Journeys
(J1, J2, Jn) where identified
They had a distinct effort phase (D2) where
Requirements and their Opportunities &
Solutions (O2) were identified.
Since the previous TOM was unable to guide
the Organization in the new Journeys, a new
Digital Target Operating Model (D-TOM)
was created
One of the Journey was to create a new web
based self-service portal to allow customers
to manage their land record related activities
online
Another Journey was to migrate the solution
to a managed Cloud solution which allowed
scaling
The Department addressed the Change by
using all 7 levers of Digital Transformation.
5) Conclusion
Department was able to achieve both the
stages i.e. Digitization & Digitalization
successfully
Because of the Enterprise Architecture
framework adoption it its core, the
Organization Change Management was
streamlined
During the Realization phases of both the
stages the benefits of cost reduction &
scalability was measurably achieved
Based on the TOGAF ADM adoption there
was a continuous evaluation against the
requirements (from both customers &
employees). This led to precise delivery of
the scope, cost efficiency & time bound
outcomes
Phase 1 Realization built a strong foundation
in the form of
o Implementing Digital solution
leading to modern ways of working
for the employees
o Enabling customer base to consume
services with ease
This strong foundation was necessary for the
success of Phase 2 and beyond
The Central Government has in the meantime
come up with a Citizen Identification System
and expects all State Departments to integrate
with it for providing seamless services to
Citizens
The Department will therefore need to focus
on the next phase i.e. S3 Ever Evolving
Digitalization to address such ongoing
environmental challenges
C. Scenario 2 - Digitalization of mid size organisation
1) Introduction
Mid-sized organization operating in a
traditional manner (weakly coupled teams,
5. manual processes, data silos, paper based
touch points, weak collaboration) was facing
challenges of high operating cost & inability
to scale.
After assessing many approaches &
solutions, the following were identified as
necessary actions:
o Adopt latest technologies
o Adopt modern methods & ways of
working
o Adopt frameworks, standards, best
practices to measure & improve
efficiencies
The above are nothing but Digitization
2) Digitization Stage (S1)
They adopted a Business Services / Shared
Services model as a solution.
This solution proposed via a single journey to
transform the organization to adopt Analog to
Digital solutions.
The journey had a distinct effort phase (D1)
where Requirements and their Opportunities
& Solutions (O1) were identified.
A Target Operating Model (TOM) was as
outcome of D1
This led to a second phase of the Digital
realization (D1 realization) where the
outcomes were met
The Operating Model was used as guidance
Requirement Management was iterative and
continually visited as per the ADM
This solution & journey was based on the
TOGAF (ADM) as an EA framework
3) New Challenges
The Business Services having met the
intended objectives was unable to address the
disruption happening in the industry. Many
new entrants presented themselves as
industry challengers.
The journey started in S1 was not helping
address the above challenges
The organization recognized that the
Business Services had outlived its purpose
and decommissioned it by embarking on the
next stage (S2).
4) Digitalization Stage (S2)
Multiple Digital Transformation Journeys
(J1, J2, ... Jn) where identified.
They had a distinct effort phase (D2) where
Requirements and their Opportunities &
Solutions (O2) were identified.
Since the previous TOM was unable to guide
the Organization in the new Journeys, a new
Digital Target Operating Model (D-TOM)
was created
The Organization Culture & Strategy had to
adopt itself to meet the transformation
objectives.
Org Culture & Strategy were two critical
levers out of the 7 levers of Digital
Transformation. The other 5 levers were also
applicable during this stage. The same
TOGAF (ADM) as an EA framework was
used
5) Conclusion
Organization was able to achieve both the
stages i.e. Digitization & Digitalization
successfully
Because of the Enterprise Architecture
framework adoption it its core, the
Organization Change Management was
streamlined
During the Realization phases of both the
stages the benefits of cost reduction &
scalability was measurably achieved
Based on the TOGAF ADM adoption there
was a continuous evaluation against the
requirements. This led to precise delivery of
the scope, cost efficiency & time bound
outcomes
Being conscious of the 7 levers was one of the
reasons for a successful outcome
Phase 1 Realization built a strong foundation
in the form of
o Scalable TOM based on people,
processes, technology
o Cost efficiency based on concepts
like rightsizing & prioritization
This strong foundation was necessary for the
success of Phase 2 and beyond
The organization will need to focus on the
next phase i.e. S3 Ever Evolving
Digitalization
VI. CONCLUSION
A revision of the strategy into a Digital
transformation strategy is the most important step
to successful Digitalization
Being aware of the 7 levers of digital
transformation will help drive the transformations
seamlessly
Being aware of the Stages of Digitalization will
help understand what is necessary for strong
foundations
Using The Stagewise Model will help become
aware that Digitalization is a continual process
with many stages, and journeys within
Using The Stagewise Model will help identify
how and when the Operating Model has to evolve
to meet the transformation requirements
Using an EA framework for guidance will
o ensure success by meeting requirements
in an efficient and manner
o ensure that the multiple journeys within
the Digitalization transformation become
sustainable and not disruptors within the
organization.
VII. REFERENCES
6. [1] Gartner Digitization, "IT Glossary," [Online].
Available: https://www.gartner.com/it-
glossary/digitization/.
[2] Gartner Digitalization, "IT Glossary," [Online].
Available: https://www.gartner.com/it-
glossary/digitalization/.
[3] SalesForce, "What Is Digital Transformation,"
[Online]. Available:
https://www.salesforce.com/products/platform/what-
is-digital-transformation/.
[4] Deloitte, "Digital Enablement," [Online]. Available:
https://www2.deloitte.com/content/dam/Deloitte/ie/
Documents/Technology/IE_C_HC_campaign.pdf.
[5] C. &. H. T. &. B. A. Matt, "Digital Transformation
Strategies. Business & Information Systems
Engineering.," Vols. 57. 339-343. 10.1007/s12599-
015-0401-5, 2015.
[6] Dave Hornford, Conexiam; Sriram Sabesan,
Conexiam; Vidhya Sriram, Saashvata; and Ken
Street, Conexiam, "7 Levers of Digital
Transformation," The Open Group, White Papers, 29
Sep 2017.
[7] thunk.technology, "TOGAF ADM And The Big
Bang Theory," 7 March 2016. [Online]. Available:
https://thunk.technology/blog/togaf-adm-big-bang-
theory/.
VIII.APENDIX
The Stagewise Model diagram (full page)
E.g.Outcomes:
Save money
E.g.Outcomes:
Earn money (streams, cross selling)
Stronger engagement
Improved CSAT
Foster Innovation
Adopt Innovation
Ease of use
Disrupt
Handle disruption
D-TOM
OM
Stages: S1: Analog to Digital
(Digitization)
S2: Digital to Digitalization
(Digitalization) S3: Ever Evolving Digitalization
Requirement Management
A: EA Vision
B: Business Architecture
C: IT Architecture
D: Technical Architecture
E: Opportunities & Sol
F: Migration Planning
G: Implementation Governance
H: EA Change Management
J1 Jn
J2
JcJ
J1
J2
Jn
Jc
O1 O2 Oc
J1
J2
Jn
S_= Stages
J_ = Journeys within Phases
c = Continual
OM = Operating Model
TOM = Target OM
D-TOM = Digital Target OM
for Digitalization
D1 = Digital
D2= Digitalization
Dc= Continual Digitalization
J1
J2
Jn
D1 D1realization D2 D2realization Dc
J
J_
Journey specific
requirements at start
O_
Phase specific Opp &
Sol assessments
Iterative Requirement
management
J1
J2
Jn
Outcomes
TOGAF ADM Phases (A to H)
4 iteration cycles of TOGAF
TOM
Figure 6 - The stagewise model (full page)