The document provides an overview of the TOGAF (The Open Group Architecture Framework) architecture framework. It discusses the history and development of TOGAF, the key components of TOGAF including the Architecture Development Method (ADM) process, architecture domains, and certification. The ADM is a iterative 8-phase process for developing an enterprise architecture, addressing aspects like business, data, application, and technology architecture. TOGAF provides tools and best practices to help organizations develop, implement, and govern enterprise architectures.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
This presentation provides an overview of Enterprise Architecture Frameworks. It is presented by the Semantech Inc. Enterprise Architecture Center of Excellence. The purpose of the briefing is to provide a better understanding of how Frameworks are used in the practice of EA.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
This presentation provides an overview of Enterprise Architecture Frameworks. It is presented by the Semantech Inc. Enterprise Architecture Center of Excellence. The purpose of the briefing is to provide a better understanding of how Frameworks are used in the practice of EA.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
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
Org name is a governmental entity which serves as hub of the services the Egypt government provides to the citizens in Cairo. The org name has achieved a good Maturity level in its IT operation and services, this has happened due to many reasons
1. The clear mission and vision that adopt ICT as success factor
2. Management support and commitment to org name mission and vision
3. The adoption of the standard frameworks (ITIL,PMI,TOGAF,COBIT)
An Enterprise Architecture Design Build Approach - Innovate Vancouver.pdfInnovate Vancouver
Check out the interactive planning tool following the Architecture Development Model (TOGAF):
https://innovatevancouver.org/2017/12/08/enterprise-architecture-in-mergers-and-acquisitions/
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
http://innovatevancouver.org
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
2. What is TOGAF – History
What is Enterprise – Architecture – Enterprise
Architecture – Architecture Domains
TOGAF Topics
Architecture Development Method
Architecture Repository
Architecture Continuum
TOGAF Certification
3. TOGAF is an architecture framework
The Open Group Architecture Framework
A tool for assisting in the acceptance,
production, use, and maintenance of enterprise
architectures.
It is based on an iterative process model
supported by best practices and a re-usable set
of existing architectural assets.
4. The Open Group is comprised of more than
500 memberships from organizations all over
the world, which range from major
corporations, government organizations and
consortia, to universities and individuals.
5. 1980s - Technical Architecture Framework for Information
Management (TAFIM), developed by the US Department of Defense
1990s - TOGAF was initiated as methodology for the development of
technical architecture.
1995 – TOGAF was developed - First version of TOGAF (TOGAF 1.0) was
presented .
December 2001 - TOGAF 7, the "Technical Edition", was published.
December 2002 - TOGAF 8 ("Enterprise Edition") was first published
December 2003 - Republished in updated form as TOGAF 8.1.
November 2006 - The Open Group released TOGAF 8.1.1.
January 2009 - TOGAF 9 was first published in The latest version is
December 2011 – version TOGAF 9.1.
6. Any collection of organizations that has a
common set of goals
◦ An enterprise could be a government agency
◦ A whole corporation
◦ A division of a corporation
◦ A single department
◦ A chain of geographically distant organizations
linked together by common ownership.
7. The fundamental organization of a system,
embodied in its components, their
relationships to each other and the
environment, and the principles governing its
design and evolution.
8. “The organizing logic for business processes and
IT infrastructure reflecting the integration
and standardization requirements of the firm’s
operating model”.
“A conceptual blueprint that defines the structure
and operation of an organization”.
The intent of an enterprise architecture is to
determine how an organization can most
effectively achieve its current and future
objectives.
9. A more efficient IT operation:
- Lower software development, support, and maintenance costs
- Increased portability of applications
- Improved interoperability and easier system and network management
- Improved ability to address critical enterprise-wide issues, such as
security
Better return on existing investment, reduced risk for future investment:
- Reduced complexity in IT infrastructure
- Maximum return on investment in existing IT infrastructure
- The flexibility to make, buy, or out-source IT solutions
- Reduced risk overall in new investment, and the costs of IT ownership
Faster, simpler, and cheaper procurement:
- Buying decisions are simpler, because the information governing
procurement is readily available in a coherent plan.
- The procurement process is faster, maximizing procurement speed
and flexibility without sacrificing architectural coherence.
- The ability to procure heterogeneous, multi-vendor open systems.
10. A tool that can be used for developing a broad
range of different architectures.
It should describe a method for designing an
information system in terms of a set
of building blocks, and for showing how the
building blocks fit together.
It should contain a set of tools and provide a
common vocabulary.
It should also include a list of recommended
standards and compliant products that can be
used to implement the building blocks.
11. Business Architecture: The business strategy, governance,
organization, and key business processes.
Data Architecture: The structure of an organization's logical and
physical data assets and data management resources.
Application Architecture: A blueprint for the individual
application systems to be deployed, their interactions, and their
relationships to the core business processes of the organization.
Technology Architecture: The software and hardware capabilities
that are required to support the deployment of business, data,
and application services. This includes IT infrastructure,
middleware, networks, communications, processing, and
standards.
12.
13. Architecture Development Method (ADM)
The core of TOGAF. It describes the TOGAF Architecture Development
Method (ADM) – a step-by-step approach to developing an enterprise
architecture.
ADM Guidelines and Techniques
Contains a collection of guidelines and techniques available
for use in applying the ADM.
Architecture Content Framework
Describes the TOGAF content framework, including a
structured metamodel for architectural artifacts, the use of re-usable
Architecture Building Blocks (ABBs), and an overview of typical
architecture deliverables.
Enterprise Continuum and Tools
Discusses appropriate taxonomies and tools to categorize and store the
outputs of architecture activity within an enterprise.
TOGAF Reference Models
Provides two architectural reference models, namely the TOGAF
Technical Reference Model (TRM), and the Integrated Information
Infrastructure Reference Model (III-RM).
Architecture Capability Framework
Discusses the organization, processes, skills, roles, and
responsibilities required to establish and operate an architecture
practice within an enterprise.
14. ADM describes a process for deriving an
organization-specific enterprise architecture
that addresses business requirements.
15.
16. Preliminary Phase describes the preparation
and initiation activities required to prepare to meet
the business directive for a new enterprise
architecture, including the definition of an
Organization-Specific Architecture framework and
the definition of principles.
Phase A: Architecture Vision describes the initial
phase of an Architecture Development Cycle. It
includes information about defining the scope,
identifying the stakeholders, creating the Architecture
Vision, and obtaining approvals.
Phase B: Business Architecture describes the
development of a Business Architecture to support an
agreed Architecture Vision.
Phase C: Information Systems Architectures
describes the development of Information Systems
Architectures for an architecture project, including
the development of Data and Application Architectures.
17. Phase D: Technology Architecture describes the development of
the Technology Architecture for an architecture project.
Phase E: Opportunities and Solutions conducts initial
implementation planning and the identification of delivery
vehicles for the architecture defined in the previous phases.
Phase F: Migration Planning addresses the formulation of a set of
detailed sequence of Transition Architectures with a supporting
Implementation and Migration Plan.
Phase G: Implementation Governance provides an architectural
oversight of the implementation.
Phase H: Architecture Change Management establishes
procedures for managing change to the new architecture.
Requirements Management examines the process of managing
architecture requirements throughout the ADM.
18. describes the preparation and initiation activities
required to prepare to meet the business directive
for a new enterprise architecture, including the
definition of an Organization-Specific Architecture
framework and the definition of principles.
Understand the business environment
Ensure high-level management commitment
Obtain agreement on scope
Establish principles
Establish governance structure
Agree architecture method to be adopted
19. Review the organizational context for conducting enterprise architecture
To identify the stakeholders, their requirements, and priorities
To confirm the commitment of the stakeholders
To identify and scope the elements of the enterprise organizations
affected and define the constraints and assumptions.
To define an organization's “architecture footprint”; that is, the people
responsible for performing the architecture work, where they are
located, and their responsibilities
To define the framework and detailed methodologies that are going to
be used to develop the enterprise architecture in the organization;
To set up a governance and support framework to provide business
process and Architecture Governance through the ADM cycle;
To select and implement supporting tools and other infrastructure to
support the architecture activity
To define the constraining architecture principles
20. Defining the enterprise
Identifying key drivers and elements in the
organizational context
Defining the requirements for architecture work
Defining the architecture principles that will
inform any architecture work
Defining the framework to be used
Defining the relationships between management
frameworks
Evaluating the enterprise architecture’s maturity
21.
22. The initial phase of an Architecture
Development Cycle.
It includes information about defining the
scope, identifying the stakeholders, creating
the Architecture Vision, and obtaining
approvals.
Project establishment and initiates an
iteration of the Architecture Development
Cycle, setting the scope, constraints, and
expectations for the iteration.
23. Obtain management commitment for this particular cycle of
the ADM
Define and organize an Architecture Development Cycle
Validate business principles, goals, drivers, and Key Performance
Indicators (KPIs)
Define, scope, and prioritize architecture tasks
Identify stakeholders, their concerns, and objectives
Define business requirements and constraints
Articulate an Architecture Vision and value proposition to
respond to the requirements and constraints
Create a comprehensive plan in line with the project
management frameworks adopted by the enterprise
Obtain formal approval to proceed
Understand the impact on, and of, other parallel Architecture
Development Cycles
24. Phase A starts with receipt of a Request for
Architecture Work from the sponsoring
organization to the architecture organization.
A key objective is to ensure proper
recognition and endorsement from corporate
management, and the support and
commitment of line management for this
evolution of the ADM cycle.
Architecture Vision is a key activity in this
phase.
25.
26. Development of a Business Architecture to
support an agreed Architecture Vision.
This describes the fundamental organization
of a business embodied in:
• Its business process and people
• Their relationships to each other and the
people
• The principles governing its design and
evolution
27. Describe the Baseline Business Architecture
Develop a Target Business Architecture
Analyze the gaps between the Baseline and
Target Architectures
28. Developing the Baseline Description
Business Modeling
Using the Architecture Repository
29.
30. Documenting the fundamental organization of an
organization’s IT systems, embodied in the major
types of information and the application systems
that process them, and their relationships to
each other and the environment.
There are two steps in this phase, which may be
developed either sequentially or concurrently:
• Data Architecture
• Application Architecture
31. Data Architecture: Define the types and
sources of data needed to support the
business, in a way that can be understood by
the stakeholders.
Application Architecture: Define the kind of
application systems needed to process the
data and support the business.
32. Data Management
Data Migration
Data Governance
Using the Architecture Repository
33.
34. Documenting the fundamental organization
of the IT systems:
• Embodied in the hardware, software, and
communications technology
• Their relationships to each other and the
environment
• The principles governing its design and
evolution
35. Objectives:
◦ To develop a Target Technology Architecture that will form the
basis of the subsequent implementation and migration planning.
Approach:
◦ Using the Architecture Repository
◦ Existing IT services
• The TOGAF Technical Reference Model (TRM)
• Generic technology models relevant to the organization's
industry “vertical” sector;
◦ for example, in the telecommunications industry such models
have been developed by the TeleManagement Forum (TMF)
• Technology models relevant to Common Systems Architectures;
for example, the III-RM.
36.
37. The first phase which is directly concerned with implementation.
It describes the process of identifying delivery vehicles (projects,
programs, or portfolios) that deliver the Target Architecture
identified in previous phases.
Key activities are as follows:
• Perform initial implementation planning
• Identify the major implementation projects
• Group projects into Transition Architectures
• Decide on approach:
— Make versus buy versus re-use
— Outsource
— COTS
— Open Source
• Assess priorities
• Identify dependencies
38. To review the target business objectives and
capabilities, consolidate the gaps from Phases
B to D, and then organize groups of building
blocks to address these capabilities
To confirm the enterprise’s capability for
undergoing change
To derive a series of Transition Architectures that
deliver continuous business value (e.g.,
capability increments) through the exploitation of
opportunities to realize the building blocks
To generate and gain consensus on an outline
Implementation and Migration Strategy
39. Concentrates on how to deliver the architecture.
It takes both a corporate business and technical
perspective to rationalize the IT activities, and
logically group them into project work
packages within the IT portfolio and any other
portfolios that depend on IT.
This is a collaborative effort between the enterprise
stakeholders from business and IT in order to assess
the organization's business transformation readiness,
identify opportunities and solutions, and
identify all implementation constraints. The key is to
focus on business value, flexibility, coordination, and
compromise.
40.
41. Addresses migration planning; that is, how to
move from the Baseline to the Target
Architectures.
42. To ensure that the Implementation and Migration Plan is
coordinated with the various management frameworks in use
within the enterprise
To prioritize all work packages, projects, and building blocks by
assigning business value to each and conducting a cost/benefit
analysis
To finalize the Architecture Vision and Architecture Definition
Documents, in line with the agreed implementation approach
To confirm the Transition Architectures defined in Phase E with
the relevant stakeholders
To create, evolve, and monitor the detailed Implementation and
Migration Plan, providing necessary resources to enable the
realization of the Transition Architectures, as defined in
Phase E
45. Defines how the architecture constrains the
implementation projects, monitors it while
building it, and produces a signed
Architecture Contract.
46. Formulate recommendations for each implementation
project
Govern and manage an Architecture Contract covering the
overall implementation and deployment process
Perform appropriate governance functions while the
system is being implemented and deployed
Ensure conformance with the defined architecture by
implementation projects and other projects
Ensure that the program of solutions is deployed
successfully, as a planned program of
work
Ensure conformance of the deployed solution with the
Target Architecture
Mobilize supporting operations that will underpin the
future working lifetime of the deployed solution
47. Establish an implementation program that will
enable the delivery of the agreed Transition
Architectures
Adopt a phased deployment schedule that
reflects the business priorities embodied in the
Architecture Roadmap
Follow the organization's standard for corporate,
IT, and Architecture Governance
Use the organization's established
portfolio/program management approach, where
this exists
Define an operations framework to ensure the
effective long life of the deployed solution
48.
49. Ensures that changes to the architecture are
managed in a controlled manner.
50. Ensure that Baseline Architectures continue to be fit-
for-purpose
Assess the performance of the architecture and make
recommendations for change
Assess changes to the framework and principles set
up in previous phases
Establish an architecture change management
process for the new enterprise architecture
baseline that is achieved with completion of Phase G
Maximize the business value from the architecture
and ongoing operations
Operate the Governance Framework
51. Enterprise Architecture Change Management
Process
◦ Simplification change: A simplification change can
normally be handled via change
management techniques
◦ Incremental change: An incremental change may be
capable of being handled via change
management techniques, or it may require partial re-
architecting, depending on the nature of
the change (see Guidelines for Maintenance versus
Architecture Redesign for guidance).
◦ Re-architecting change: A re-architecting change
requires putting the whole architecture
through the Architecture Development Cycle again.
52.
53. The process of managing architecture
requirements applies to all phases of the
ADM cycle.
Dynamic process, which addresses the
identification of requirements for the
enterprise, stores them, and then feeds them
in and out of the relevant ADM phases.
54. To provide a process to manage architecture
requirements throughout the phases of the
ADM cycle
To identify requirements for the enterprise,
store them, and feed them in and out of the
relevant ADM phases, where the requirements
are disposed of, addressed, and prioritized
55. Business Scenarios
Volere Requirements Specification Template
Other Requirements Tools
56.
57. Deliverable
◦ A work product that is contractually specified and in turn
formally reviewed, agreed, and signed off by the
stakeholders
Artifact
◦ More granular architectural work product that
describes an architecture from a specific viewpoint.
Building block
◦ Re-usable component of business, IT, or architectural
capability that can be combined with other building
blocks to deliver architectures and solutions.
58.
59. Used to store different classes of architectural
output at different levels of abstraction,
created by the ADM.
60.
61. Foundation Architecture
A Foundation Architecture is an architecture of building blocks and corresponding
standards that supports all the Common Systems Architectures and, therefore, the
complete enterprise operating environment.
Common Systems Architectures
Guides the selection and integration of specific services from the
Foundation Architecture to create an architecture useful for building common
solutions across a wide number of relevant domains.
Examples: Security Architecture, Management Architecture, Network
Architecture, etc.
The TOGAF Integrated Information Infrastructure Reference Model (III-RM) is a
Common Systems Architecture that focuses on the requirements, building blocks,
and standards relating to the vision of Boundaryless Information Flow.
Industry Architectures
guides the integration of common systems components with industry specific
components, and guide the creation of industry solutions for specific customer
problems within a particular industry. (Example: eTom)
Organization-Specific Architectures
Organization-Specific Architectures are the most relevant to the IT customer
community, since they describe and guide the final deployment of user-written or
third-party components that constitute effective solutions for particular
enterprises.
62. View of the Architecture Repository that
provides methods for classifying
architecture and solution artifacts as they
evolve from generic Foundation Architectures
to Organization-Specific Architectures.
63.
64. Architecture Metamodel describes the organizationally tailored
application of an architecture framework, including a metamodel
for architecture content
Architecture Capability defines the parameters, structures, and
processes that support governance of the Architecture
Repository.
Architecture Landscape shows an architectural view of the
building blocks that are in use within the organization today
(e.g., a list of the live applications). The landscape is likely to
exist at multiple levels of abstraction to suit different
architecture objectives.
Standards Information Base (SIB) captures the standards with
which new architectures must comply, which may include
industry standards, selected products and services from
suppliers, or shared services already deployed within the
organization.
Reference Library provides guidelines, templates, patterns, and
other forms of reference material that can be leveraged in order
to accelerate the creation of new architectures for the enterprise.
Governance Log provides a record of governance activity across
the enterprise.
65. The Architecture Continuum:
◦ Shows relationships among foundational frameworks
(such as TOGAF), common system architectures (such as
the III-RM), industry architectures, and enterprise
architectures.
The Solutions Continuum
◦ Provides a consistent way to describe and understand
the implementation of the assets defined in the
Architecture Continuum. The Solutions Continuum
defines what is available in the organizational
environment as re-usable Solution Building Blocks
(SBBs).