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]
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.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
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.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
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
Lecture about "Enterprise Architecture @ ING" given at Solvay Brussels School...Alain Heremans
Presentation about how Enterprise Architecture practice has been implemented at ING Bank and how it evolved during the last 10 years till now. Dated 6th March 2018.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
ArchiMate 3.0: A New Standard for ArchitectureIver Band
This keynote presentation from the July 2016 Open Group Austin Conference introduces the new version of the ArchiMate standard. ArchiMate 3.0 extends the language with various concepts that help enterprise architects tackle challenges in digital transformation and business change. This major new version introduces explicit support for capability-based planning, and improves linkage between business strategy and all architecture layers. ArchiMate 3.0 also enables modelers to describe the Internet of Things and the systems of the physical world, such as manufacturing and logistics. In addition, the new version supports more compact and intuitive visual models. This presentation includes examples that use these improvements and demonstrates how architects can benefit from them.
Gartner - The art of the one page strategyDeepak Kamboj
The components of an IT strategy when using "science" to develop it
Techniques for developing an 'artful' one-page strategy
How to effectively use the one-page strategy
Strategic planning is at the heart of any enterprise, and alignment with the corporate strategic plan is often a key concern of CIOs. There is a science to developing an IT strategy, and there is an art. This session explores the art of strategic planning, helping attendees articulate IT's contribution to business success.
Source : Gartner
Heather Colella
Research VP
http://www.gartner.com/webinar/3203818/player?commId=192095&channelId=5502&srcId=null
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.
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
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
Value analysis with Value Stream and Capability modelingCOMPETENSIS
The new Archimate 3.1 has improved the strategy layer with major modeling objects related to value analysis: value stream and capability.
These objects are linked and answer major questions :
- [VALUE STREAM] What value do we deliver to customers ? What value do we want to deliver to customers ? This is the enterprise business model.
- [CAPABILITY] What operational model do we need to deliver value ? The capability model describes the operational model required to deliver value to customers.
You cannot succeed to transform a business model, enterprise activities without considering Value Stream & Capability analysis. Technology considerations are necessary but not sufficient.
Feel free to contact if you wish to get more support with your transformation projet.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
An introduction to fundamental architecture conceptswweinmeyer79
(Note: This is a very dated version of this popular deck, as SlideShare does not provide authors with a mechanism to update their documents. If interested in the latest version, feel free to message me on LinkedIn or at wweinmeyer@gmail.com. Also, feel free to ask SlideShare to bring back the ability to update posted documents.)
A discussion of the fundamentals you need to nail in your architecture practice:
- Architecture vs. Design
- Conceptual vs. Logical vs. Physical architecture
- Viewpoint Frameworks
- Architecture Domains
- Architecture Tiers
You are free to use/copy this information but if you do so, please include an acknowledgement
This is an old slidedeck (March 2006) that I rediscovered the other day on my filesystem, but it still seems relevant in that, even at that early stage, it illustrates strong crosslinks between enterprise-architecture and systems-thinking - particularly service-oriented architectures, the 'tetradian' dimensions (here as machines, knowledge, people and business-purpose), and a somewhat-extended version of Stafford Beer's classic Viable Systems Model. It's also slightly unusual in that it cross-references to FEAF (US Federal Enterprise Architecture Framework) rather than TOGAF, as we'd found the latter to be unhelpful and misleading for that particular client. The client themselves were in the logistics industry - hence the pseudo-logo in the upper left of each slide.
It was a real presentation for a real client, presenting to other architects in our team some research I'd been doing, on how we could rethink our approach to enterprise-architecture as we started to break out of the classic IT-centric box. It's in a style I wouldn't use these days - way too many words! - and it's been somewhat 'de-identified' for reasons of commercial confidentiality, but otherwise it's exactly as presented to my colleagues at that client.
One minor note: the 'X/C/M/P' extensions to the Viable System Model, in slides 19, 20 and 28, relate to work we'd been doing at the time on integrating quality-system concerns - management of exceptions, corrective-action, issue-tracking and process-improvement - into both enterprise-architecture and the Viable System Model itself. I haven't seen any other reference to this type of integration, either before or since: it may be useful to quite a few people, on both the enterprise-architecture and systems-thinking sides of that discussion, and also to quality-system folks as well.
In short, yes, it's old, but it may still be useful for some folks in enterprise-architectures and elsewhere. Hope it helps, anyway.
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
Lecture about "Enterprise Architecture @ ING" given at Solvay Brussels School...Alain Heremans
Presentation about how Enterprise Architecture practice has been implemented at ING Bank and how it evolved during the last 10 years till now. Dated 6th March 2018.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Design your Business, Model your Architecture (presentation by Marc Lankhorst...Patrick Van Renterghem
Presentation by Marc Lankhorst of BiZZdesign at I.T. Works/LoQutus meetup on July 1st, 2014 @Vlerick School. See http://www.meetup.com/The-big-pICTure-how-ICT-changes-business-and-society/events/181256842/ for full details on this meetup.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
ArchiMate 3.0: A New Standard for ArchitectureIver Band
This keynote presentation from the July 2016 Open Group Austin Conference introduces the new version of the ArchiMate standard. ArchiMate 3.0 extends the language with various concepts that help enterprise architects tackle challenges in digital transformation and business change. This major new version introduces explicit support for capability-based planning, and improves linkage between business strategy and all architecture layers. ArchiMate 3.0 also enables modelers to describe the Internet of Things and the systems of the physical world, such as manufacturing and logistics. In addition, the new version supports more compact and intuitive visual models. This presentation includes examples that use these improvements and demonstrates how architects can benefit from them.
Gartner - The art of the one page strategyDeepak Kamboj
The components of an IT strategy when using "science" to develop it
Techniques for developing an 'artful' one-page strategy
How to effectively use the one-page strategy
Strategic planning is at the heart of any enterprise, and alignment with the corporate strategic plan is often a key concern of CIOs. There is a science to developing an IT strategy, and there is an art. This session explores the art of strategic planning, helping attendees articulate IT's contribution to business success.
Source : Gartner
Heather Colella
Research VP
http://www.gartner.com/webinar/3203818/player?commId=192095&channelId=5502&srcId=null
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.
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
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
Value analysis with Value Stream and Capability modelingCOMPETENSIS
The new Archimate 3.1 has improved the strategy layer with major modeling objects related to value analysis: value stream and capability.
These objects are linked and answer major questions :
- [VALUE STREAM] What value do we deliver to customers ? What value do we want to deliver to customers ? This is the enterprise business model.
- [CAPABILITY] What operational model do we need to deliver value ? The capability model describes the operational model required to deliver value to customers.
You cannot succeed to transform a business model, enterprise activities without considering Value Stream & Capability analysis. Technology considerations are necessary but not sufficient.
Feel free to contact if you wish to get more support with your transformation projet.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
An introduction to fundamental architecture conceptswweinmeyer79
(Note: This is a very dated version of this popular deck, as SlideShare does not provide authors with a mechanism to update their documents. If interested in the latest version, feel free to message me on LinkedIn or at wweinmeyer@gmail.com. Also, feel free to ask SlideShare to bring back the ability to update posted documents.)
A discussion of the fundamentals you need to nail in your architecture practice:
- Architecture vs. Design
- Conceptual vs. Logical vs. Physical architecture
- Viewpoint Frameworks
- Architecture Domains
- Architecture Tiers
You are free to use/copy this information but if you do so, please include an acknowledgement
This is an old slidedeck (March 2006) that I rediscovered the other day on my filesystem, but it still seems relevant in that, even at that early stage, it illustrates strong crosslinks between enterprise-architecture and systems-thinking - particularly service-oriented architectures, the 'tetradian' dimensions (here as machines, knowledge, people and business-purpose), and a somewhat-extended version of Stafford Beer's classic Viable Systems Model. It's also slightly unusual in that it cross-references to FEAF (US Federal Enterprise Architecture Framework) rather than TOGAF, as we'd found the latter to be unhelpful and misleading for that particular client. The client themselves were in the logistics industry - hence the pseudo-logo in the upper left of each slide.
It was a real presentation for a real client, presenting to other architects in our team some research I'd been doing, on how we could rethink our approach to enterprise-architecture as we started to break out of the classic IT-centric box. It's in a style I wouldn't use these days - way too many words! - and it's been somewhat 'de-identified' for reasons of commercial confidentiality, but otherwise it's exactly as presented to my colleagues at that client.
One minor note: the 'X/C/M/P' extensions to the Viable System Model, in slides 19, 20 and 28, relate to work we'd been doing at the time on integrating quality-system concerns - management of exceptions, corrective-action, issue-tracking and process-improvement - into both enterprise-architecture and the Viable System Model itself. I haven't seen any other reference to this type of integration, either before or since: it may be useful to quite a few people, on both the enterprise-architecture and systems-thinking sides of that discussion, and also to quality-system folks as well.
In short, yes, it's old, but it may still be useful for some folks in enterprise-architectures and elsewhere. Hope it helps, anyway.
153
مبادرة
#تواصل_تطوير
المحاضرة ال 153 من المبادرة
المهندس / محمد زكريا
أخصائي البنية المؤسسية والاستراتيجية الرقمي
بعنوان
"مقدمة عن البنية المؤسسية"
وذلك يوم الإثنين 21مارس 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZIqcu-spjoiH902NOccdtAoNJnGQ35joBnv
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Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
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.
Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be relevant to business.
Similar to Unpacking TOGAF's 'Phase B': Business Transformation, Business Architecture and Business Buy-In (20)
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
As enterprise architecture expands outward towards the full whole-enterprise scope, what tools and methods will we need?
Presentation for IQPC Enterprise Architecture Summit, Sydney, 20-21 April 2021.
(This slidedeck includes extensive links to further sources of information - blog-posts, videos and other slidedecks.)
What is data-driven architecture? And if we use one, what data should we use to drive it?
A data-driven architecture should provide many real advantages - timeliness, self-adapting to change, and more anchored in the real-world context. Yet we can only reach those advantages when we have the right data - so how do we identify the right data to use?
The danger with ‘data-driven’ is that it often points us towards the wrong end of that challenge - the ‘What’ of the data, rather than the ‘Why’ and ‘How’ that underpins the architecture itself. For example, one common trap is saying “We have this data-source: how can we use it in our architecture?” - the classic architecture-error called ‘solutioneering’.
Instead, we need to start our architecture at the other end, moving from stakeholders to story to solution. In this webinar we’ll re-purpose the classic DIKW set - data information, knowledge, wisdom - to help us make sense of how a data-driven architecture actually operates, and thence point us towards the data-sources and sensors that we need to make it all work.
(Webinar for The Bridge / MongoDB, organised by Andrew Blades, Sydney, Australia, 06 August 2020.)
Webinar on power, leadership and change, for the Strategy, Execution and Leadership meetup, Adelaide, July 2020
For more details on the Strategy, Execution and Leadership meetup, see https://www.meetup.com/StrategyExecutionLeadership/
Webinar on sensemaking and action for planning and response to disruption, in business, in the family and in the community.
Joint webinar with Peoplerise and Vulcano, 22 June 2020
Presentation for IASA 24hr Online Summit, 30 April - 01 May 2020.
In every country, all of our enterprises are facing unprecedented levels of challenge and change. To help our organisations not just to weather the storm, but thrive in the new environment, enterprise architects would do well to extend their toolkit with tools from other strategic disciplines. This session provides a practical overview of some of the tools available from the futures/strategic-foresight domains, and shows how to use them in enterprise-architecture practice.
This session from the BCS EASG (British Computer Society Enterprise Architecture Special Group) conference, London, 26 June 2018, introduces a simple tool and technique that anyone can use to explore options for or in response to a business-change.
Enterprise Architecture: Perspectives, conflicts and how to resolve themTetradian Consulting
Slidedeck for Brighttalk webinar, 06 December 2017
Enterprise-architecture used to be about IT and not much else: but not any more. These days, enterprise-architects in digital-transformation and the like must negotiate an ever-expanding maze of perspectives and conflicts across every aspect of the organisation and beyond.
So how do we resolve those conflicts, and identify the common factors across the perspectives that link everyone together? This seminar introduces some practical, proven approaches that can help architects explore any change-context, and lead them to the solutions they need.
Slidedeck for keynote at Enterprise Architektura conference, Prague, 2 November 2017 - http://archforum.eu/
A unique reflection on different views of architecture. How to eliminate fears of change, work with cultural stereotypes, and how architecture is related to Czech black-humour and why we have a tendency, as architects, to cut ourselves down. Also, how the architect should prepare the 'battle-plan' and how to succeed in the fight itself.
(Description above adapted from original Czech text in the conference programme, via Google Translate - see http://archforum.eu/agenda/ .)
Presentation/workshop for British Computer Society (BCS) Enterprise-Architecture Special-Interest Group conference, London, 17 July 2017.
A simple step-by-step process to build a habit of reviewing benefits-realisation and lessons-learned from each iteration of architecture, with further actions to develop individual skills and shared-skills for teams. As shown in the workshop part of the session, the process can take as little as ten minutes, to deliver real, usable insights on a team's architecture-practice.
IASA / ICS Dublin workshop 'Tracking value in the enterprise'Tetradian Consulting
Slidedeck for an intended workshop at the IASA / Irish Computer Society conference, Dublin, June 2017
This slidedeck provides a ten-step process to identify what 'value' means within an organisation, and how to track and balance the flows of value across that organisation and its broader shared-enterprise.)
Slidedeck for IASA / Irish Computer Society IT-architecture conference 'Show me the money!'
(Don't worry too much about the title - the talk is actually about the relation between money and value, and why value, values and trust are actually the core concerns for any enterprise-architecture.)
Session for IASA ITARC Conference on digital-transformation, London, 26 May 2017: https://www.iasaglobal.org/itarc-london-may/
By definition a transformation will always be complex, often to extremes. So how can we, as architects, address all of that complexity, and still stay somewhat sane?
One long-proven answer is the humble checklist – a list of essential items that people tend to forget when the going gets tough. This session introduces a seven-point transformation-checklist for architects: purpose and story; scope and scale; governance; constraints; structure-flaws; test at the extremes; resistance to change.
This checklist can be used within almost any type of architecture-guided transformation. We’ll explore its practical application, usage and implications in a variety of real-world architecture contexts. But beware: you may be surprised at what a simple checklist can show you…
How do we explore the context for a business-architecture? Short-answer: raid the kids' toy-box!
This slidedeck provides a practical overview of how to explore and identify service-context or business-context, whilst developing a business-architecture. The key theme here is that it's easier to engage people in architecture-development if we make it both fun and thought-provoking, in an immediate, tangible way. As shown in the slidedeck, tools to do this include a wooden train-set and a Victorian toy-theatre - cheap, easily-obtainable and directly practical. Share And Enjoy!
Slidedeck for presentation at IASA-ITARC conference, London, 25 November 2016 - http://iasaglobal.org/itarc-london/
(Note: This is a big slidedeck - almost 75Mb. It'll take some time to download. But worth it, I trust!)
Slidedeck from Conferenz IT&EA Conference, Auckland, New Zealand, July 2016; also an extended version of slidedeck for IASA Architecture Summit, Dublin, Ireland, July 2016
This provides an overview of whole-enterprise architecture, and how it differs from and extends classic IT-centric 'enterprise'-architecture. It also provides a practical overview of methods, including three worked-examples.
Disintegrated EA? - how to fight against fragmentation of the architecture
What are the factors that cause fragmentation of an enterprise-architecture? And what can we do about them? Focussing more on the human-factors in enterprise-architecture, this presentation explores a set of meta-disciplines that can be used to guide EA practice - and 'Seven Sins of Dubious Discipline' that can lead us astray!
Presentation at Integrated-EA 2016, London, 2 March 2016
Integrated-EA http://www.integrated-ea.com/ is a conference on enterprise-architecture in Defence and related contexts - hence the military flavour of some of the content and visual-jokes in the slidedeck.
(In case the number of slides here causes you some concern: yes, it's almost 200 slides, but it's fast-paced - it all fits into a 30-minute conference-slot.)
Presentation for the IASA January 2016 eSummit on business-architecture - see http://iasaglobal.org/monthly-esummit/
Exploring the context of business-architecture: upwards to the big-picture, downwards to implementation, sideways to connections and qualities, and avoiding design-mistakes that take us backward to business-models that really don't work...
Slidedeck for workshop session at Local Lives Global Matters conference: presented by Helena Read with Tom Graves.
The Ecology of Enterprise
This practical workshop will use the Tetradian Enterprise Canvas as a tool to explore the ecology of our organisations.
Attracting, retaining and getting the best from your architectsTetradian Consulting
Meetup sessions at x:pand Melbourne and x:pand Sydney, October 2015
(hosted by x:pand and Australasian Architecture Network)
The Australasian Architecture Network has hosted a number of recent meet ups aimed at educating talented people across a range of new technologies and technical areas. This time we’re looking at something much more important, the people. In particular it will focus on how you can get the best from the Architects in your business and how they can deliver the best results to you.
It will look at the age old debate which always exists in this field between art and science, the creative vs. the coder. What types of projects require what types of people and how do you get the best results from such a diverse range of individuals.
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Business Valuation Principles for EntrepreneursBen Wann
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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8. ...TOGAF ADM in practice? ...and we get so tech-heavy that business don’t love us no more... If we aren’t careful, Ol’ Papa TOGAF gets us back into bad IT habits - like coffee, soda, nachos and pizzas...
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14. Finding what works Extend the Architecture Design Method (creating a broader view of business-architecture)
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16. Finding what works A focus on function (Functional Business Model and the like)
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19. Functional Business Model Shows level-1 ‘Function’, level-2 ‘Process’, level-3 ‘Activity’ (level-4 ‘Tasks’ listed in text form only)
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22. Business Systems Model Same colour-coding is used in detail-models, Information Systems Model Layout and content is identical to Functional Business Model Colour-codes for business-system ‘clusters’
23. Business System detail Icons indicate process-types: Manual processes Machine processes IT-based processes Mixed processes
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25. Information Systems Model Similar overall layout to Functional Business Model Same colour-coding as Business Systems Model (unrepresented Business Systems assumed to need no Information System support)
26. Finding what works Purpose-driven architecture (vision, role, mission, goal, and an emphasis on effectiveness)
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32. Finding what works Making architecture tangible (four dimensions and a tetradian)
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34. Map dimensions in tetrahedral form With a simple cardboard ‘tetradian’, the dimensions are tangible ... … rotating between different views… … for a fifth dimension, a sense of the whole… ...IT Architecture and Business Architecture, together, and more... … the architecture seen and felt from every direction. More information: http://tetradian.com/name
Tetradian Consulting The Coach House Balkerne Close Colchester CO1 1NZ England [+44] (0) 781 560 6624 [email_address] www.tetradian.com
A quick overview of what I’ll be covering here. For most of us, getting business buy-in is one of the hardest parts of enterprise-architecture. And the main reason, I’d suggest, is that TOGAF is too IT-focussed for most business types. If we’re going to engage their interest, and their active involvement, we need to do something different. Especially around the ADM’s ‘Phase B’ – business-architecture.
So our objective is to gain business buy-in to support enterprise-architecture, especially in those large business-transformation projects. No buy-in, no project, and often no enterprise-architecture: it’s as simple as that.
Let’s look at the business drivers here. As Dana Bredemeyer explained in his influential article, enterprise-architecture – and TOGAF – grew out of a business need to manage the growing cost and complexity of IT systems. As EA maturity developed, it gave new insights on re-purpose and re-use, and in how to link systems together in new ways – for example, real-time stock levels on an e-commerce system. In the past few years the scope has widened again, aiming to link IT developments more strongly to business strategy and needs. Hence TOGAF 8, the ‘TOGAF Enterprise Edition’.
The challenge now is to extend this to every aspect of the business – even across complex multi-partner enterprises. If we get it right, the pay-offs are huge. The trick, of course, is getting it right. But this is where TOGAF, in fact all the existing EA frameworks, start to show the strains from their IT heritage.
The problem is that TOGAF feels too IT-focussed to make sense to most business-folk – especially at the business-transformation level. And if they don’t understand it, they’ll decide they don’t like what they see. We need a framework and methodology that will engage the business in architecture – but that tech heritage gets in the way. So let’s look first at how and why that tech heritage is such a problem.
Here’s what’s supposed to happen. We download TOGAF from the Open Group website. It’s clear, it’s well-presented and, unlike Zachman, for example, there’s an open, comprehensive methodology. Four explicit architectural layers; migration-planning, governance and change-management; and a solid approach to requirements-management and so on. All looks good. “A well-balanced diet”, you might say.
If we only want to sort out a tangle of legacy technology – Bredemeyer’s first two maturity-levels – then everything’s still fine. And we do need to do that before we can go further – no doubt about that. But if we try to tackle anything much more than technology, we’ll find that TOGAF’s ‘diet’ is not as healthy as we’d hope. The problem is that the ADM has a huge bulge around technology. That’s where things can go pear-shaped... literally...
All of the current architecture frameworks, languages and toolsets promote this kind of ‘flatland’, centred on the low-level IT. Technology is like 9 th Avenue, New York – the centre of the world, for the New Yorker . Application architecture is just one street over, on 10 th Avenue. But data architecture is stuck out on the other side of the Hudson River. And business architecture? Way out west, lost in the Pacific Ocean. No wonder there’s a disconnect with business... To resolve that disconnect, we need to put some effort into unpacking the grab-bag that is the ADM’s Phase B – the ‘business architecture’ phase.
So take a look at the Federal Enterprise Architecture Framework’s ‘Performance Reference Model’. At first, it’s much the same as TOGAF, with ‘Technology’ – information-technology, including Data and Applications – linked to the business-architecture layers. But notice those two greyed-out boxes either side of Information-Technology, labelled ‘Human Capital’ and ‘Other Fixed Assets’. They’re placeholders for future work to link these other domains into a true whole-of-enterprise framework. And that’s what they are: distinct domains, separate from the business-architecture proper. They’re not part of FEAF yet – but they will be. Eventually.
At least FEAF does acknowledge that they need to exist. At present, TOGAF doesn’t even get that far. Okay, I’m being a little unfair here – especially at a TOGAF conference! But anyone who’s tried to apply the ADM at a business level will know exactly what I mean. Yes, in principle it’s all sort-of there in the ADM, because everything non-IT is lumped together under that heading of ‘business architecture’. But there’s no recognition that there are several distinct dimensions beyond IT, all blurred together into one unmanageable mess. Oops.
This gives us some idea of the size of that tech-heavy bulge in the ADM. The relatively small area of low-level IT gets more than six times as much attention as the rest of business put together. That’s a huge imbalance. But it isn’t just TOGAF, of course. All the current frameworks are too IT-centric. Even process-aware frameworks like ARIS are poor at understanding people as people, or at modelling flows of physical ‘things’. And none of them seem to have any awareness of non-IT-based narrative knowledge – the main source of business meaning .
Beyond IT-architecture, what business needs is a much more rounded view. Seeing the world from every direction, every dimension. Not a flatland, a single city, but the globe of an entire business ‘world’. That’s the scope that our architecture frameworks need to support. The ADM isn’t wrong: I need to emphasise that. It does work well – very well – for the earlier tech-oriented maturity-levels. That’s what it was designed for. But it still needs some work to make it better at the next levels – the more business -oriented levels – of enterprise-architecture. So what we need is a way to expand TOGAF’s methodology to manage this wider view.
To reach those levels, we need to adopt a few ideas from elsewhere, and weave them into the same general structure as the existing ADM. So let’s see some ideas and tools that can be used to fill some of those gaps in the framework.
These are some examples I’ve come across or invented for use in my own practice, to complement the better-known aspects of business-architecture. A map of business functions is a key first stage in a broader approach to service oriented-architecture, and provides a business anchor for technical architectures. Mapping motivation provides a key understanding not just of the business drivers, but of what drives the business. Increased efficiency is a common business driver for architecture, but what we’re really after is increased overall effectiveness. And pulling architecture out of the abstract and into something that business can touch and feel is one of the best ways to engage them in architecture development.
Let’s look first at a set of reference-models developed by the Transformation team at one of my Australian clients. The starting-point is a focus on business-function.
There is a passing reference to function modelling in the ADM, at B.3.ii.c, but no explanation of what it is or how to use it. So here’s one way to do it. My clients started by mapping the business functions in terms of services, in an abstract way, and separate from any fixed notions about organisational structure. From there, they identified a set of ‘business systems’ – clusters of activities in different functional areas that did similar things and shared similar information. And derived from that a set of abstract ‘information systems’ to support the required functionality. Only then did they do their IT Reference Models. In their case they used FEAF, but TOGAF’s much the same for this. The point was that they anchored those models in something that made solid sense to the business.
The Functional Business Model is a straight functional-breakdown hierarchy in four levels: nothing complicated about it. For simplicity, their model diagram showed only the first three levels. But you need to go to at least that level of detail to make the model usable. Part of my own work there was to map projects and applications onto the Model. That gave the business an immediate visual image of overlaps and gaps in the systems’ coverage of business functions. (Just think for a moment what that knowledge is worth to your own organisation...) The gaps also highlighted potential for new projects. One that I dealt with there was new support for corrective-action – a perennial problem that management had never really recognised till they saw it on that map.
Here’s the model diagram. (I’ve changed the labels, of course, but the layout and the overall principles are the same.) It’s backed by a text document with a description for each box, and for the next level down, the Task layer. The business-people loved it. We saw a copy pinned on the wall in most managers’ offices, often annotated with little Post-It notes and markers about their own work-area. A really successful way to engage business in architecture – because it had direct meaning to their own world and work.
The Cost Model is another overlay, mapping the respective operational costs for each Function, Process and Activity. A lot of work, but really worthwhile, because it gave the business a direct, visual map of where their money went. We then mapped each project and application, and their respective costs, onto the same overlay. This showed us our system budget and spend, and how good our targeting was – or wasn’t, rather. Some nasty surprises, the first time we did this... But it also showed exactly what to fix, and how and where and why. This was architecture that got immediate attention from the business – because they could see exactly what it meant to their world.
The Business Systems Model was another re-use of the same structure and content. Mapping related functionality gave us another way to identify gaps and overlaps – again with big pay-offs in system design and targeting. Two parts to this model: a colour-coded version of the Function Model as an overview; and detail-views for each of the ‘business-systems’.
Here’s the overview version. (Again, I’ve changed the labels, for commercial confidentiality, but it’s still the same overall structure.)
And the detail-view for one of the business-systems (again with edited labels). The colour-coded rectangles are links to other business-systems; the round-cornered rectangles are the respective Activities. Two additional points. One is that – unlike any IT-oriented framework – this model does capture flows of physical ‘things’. And see those icons indicating the type of process – manual, machine-based, IT-based, and their combinations. These help to separate the abstract service from any implementation of that service – a distinction that becomes important in a broader, non-IT-centric, view of service-oriented architecture.
This mapping leads to another ‘clustering’, identifying abstract ‘information-systems’. To protect ‘single source of truth’, we should have one Information System for each Business System, and a single repository for each Information System...
...though in this early cut of the Model it work out that way in practice. But it’s a good principle – and again one that makes good business sense. With this groundwork established, it was then safe to go down to IT-centric models – because we could anchor it to something that made sense to the business.
The next set of ideas, around business-purpose, come from tactics I’ve developed over the past few years for a variety of Australian clients. It’s important because purpose is what anchors the business-architecture.
Most EA frameworks do call for some kind of linkage to business drivers and goals: for example, it’s tucked away at the top right of Zachman. But there’s not much practical help: a few suggestions in the ADM, but that’s it. One problem is confusion around ‘vision’. It’s not a marketing exercise – we’ll look at this in more detail in a moment. From my own architecture experience, a systematic ‘motivation audit-trail’ of vision / role / mission / goal seems to provide the best approach. And although the vision must be stable, business-purpose overall needs to be dynamic, tracking the strategic ‘weak signals’ of future change in the business environment.
Let’s look at that audit-trail of vision, role, mission, goal in a little more detail. Mission and Goal are straightforward enough: they’re described well in the Object Management Group’s ‘Business Motivation Model’, for example. But the BMM’s handling of Vision is an almost perfect example of what not to do. We need a Vision that is larger than the organisation – because that’s how our partners and other stakeholders connect with us. The Role describes what we choose to do or not-do in the Vision-world – which defines the space and context in which we connect with those partners. It all makes perfect business sense – if we do it that way. One great example is that all of New South Wales’ government departments have a ‘results logic diagram’ in this form, linking their service-delivery frameworks to concrete results for the community. It motivates people, it provides an explicit anchor for everything the department does. It works . And to assess this kind of audit-trail, we’d use a strategy checklist like SWOT – though these days I’d recommend my own homebrew variant, SCORE.
Everyone knows SWOT: Strengths, Weaknesses, Opportunities, Threats. Nice, simple methodology: check the boxes, and you’re done. But it’s a bit too simple for today’s more complex world. Hence SCORE. It tackles the same issues, with a SWOT-like checklist, but with a bit more subtlety: Our Strengths are what we already have. Our Challenges are what we know we need, or need to address. Our Options and opportunities come from looking inward, and at the outside world. We watch for probable Responses of the outside world to the chosen strategy. And we explore probable impacts of the strategy on overall Effectiveness. (More on that in a moment.)
Like the ADM, the SCORE methodology is cyclical, iterative, re-entrant, recursive. We select an issue to assess, then start anywhere, and work our way through all the SCORE dimensions, using each viewpoint as a perspective on the other dimensions. For everything that we identify, we always look at its impact on overall effectiveness, using the effectiveness-checklist: efficient, reliable, elegant, appropriate, integrated. We also watch for anything to measure, whether numeric or qualitative – for example, a new capability that didn’t exist at the previous SCORE. The reason is simple: if we can measure it, we can manage it.
Managers often obsess about efficiency; but what we really need is effectiveness . There’s no point in making something more ‘efficient’ if it isn’t reliable. If it isn’t elegant – in both the scientific and human sense – it can’t work well. There’s no point in doing something unless we know it’s ‘on purpose’. And we need to make sure these all work together, and tie in well with everything else. These may seem obvious: but they can be easy to miss unless we test for them, systematically, all the time, in every part of our enterprise-architecture.
Before we look at methodology, let’s explore one more idea to make the architecture more engaging to the business. And this one works by being literally tangible.
As we’ve seen, existing frameworks bundle everything not-IT into a grab-bag called ‘business architecture’. We need to tease those threads apart into something more usable at an enterprise-wide scope. It’s useful to describe the overall enterprise via four distinct dimensions, the four corners of the business globe: direction or purpose, people, knowledge and physical ‘things’. (IT is one subset of the ‘knowledge’ dimension.) Services, processes and so on sit in the interactions between these dimensions. This interaction is dynamic , not static. What makes it work is a kind of hidden ‘fifth dimension’, linking these four dimensions into a coherent whole. So far, so abstract. But describe that lot, in words alone, to a business-type. See how far you get. (I did, for way too many years. It doesn’t work. At all...)
What does work is making this tangible – literally. Mapped onto a simple tetrahedron, these ‘four corners of the business globe’ become something that business-folk can relate to, in a direct, tangible way. They can hold it, rotate it in their hands, see the different views. By rotating attention between these views, we gain a sense of the whole, to keep it working as a whole – which is what enterprise-architecture really needs to create for the business. (Another example of ‘making architecture tangible’, from another client. The architects made a little wooden model of the layers of technology, network, applications and so on, with projects as wooden blocks fitted together like a jigsaw. Clever, simple, and very effective: many of the executives said it was the first time they’d understood how their systems worked.)
Even with something as simple as this, we can see many of the perennial problems of every organisation. Each business area has different emphases on these dimensions – and also dimensions they tend to ignore. Operations, for example, don’t have time to think much about business-purpose; IT are notorious for forgetting about people, whilst HR perhaps think of little else. Yet we can’t expect business-folks to keep each dimension in mind, under the day-to-day pressures of “Do it now !”. It’s too much to ask. So it’s our responsibility, as architects, to keep that balance for the enterprise as a whole – maintaining all four dimensions in our models, always. Try this in your own environment. Find something – anything – that will make the architecture tangible. It’s a simple trick – but it really works.
Finally, let’s look at a way of using all of this to extend the ADM itself, to flesh out the hollow spaces in Phase B.
A simple suggestion: take the four dimensions of the tetradian, with that rotation for integration, and lay them out flat in a five-part sequence. You might recognise this as the old Group Dynamics project-lifecycle: Forming, Storming, Norming, Performing, Adjourning. For amusement, the classic Chinese ‘five elements’ also match exactly: Wood, Fire, Earth, Metal, Water. That works well in organisations, too – though that’s another story for another time.
So take that sequence, and place requirements at the centre, as with the ADM. Add some example artefacts from enterprise-architecture – again much like the ADM – to apply this framework to architecture itself. Then use those five effectiveness-perspectives we saw earlier as views into each dimension. They’re actually variants of the same set of dimensions – so the framework becomes recursive. This may sound a little abstract at first, but you’d be surprised at how much it opens up the understanding of complex systems...
...because when we go into it more deeply – which I don’t have time to do here! – that framework gives us a complete and consistent method which we can use in conjunction with the ADM, to unpack that problematic Phase B. It includes everything we’ve seen so here far, and a whole lot more. And it’s all documented in book-form, in a structured way that’s easy to apply in practice. So yup, here’s the sales-pitch. (Except it’s not about money: in electronic form the book’ll cost you nothing.) Take it; use it; share it; add your own ideas to the framework, and share those too. But let’s work together to patch those gaping holes in Phase B, and help build TOGAF and the ADM into something we can use for every aspect of a real enterprise -level architecture.
So let’s summarise what we’ve seen in this brief excursion. Current frameworks and tools like TOGAF work well for IT-centric architecture; but they don’t work well for anything else. Dumping everything that’s not-IT into a blurry, indistinct grab-bag called ‘business-architecture’ can’t be acceptable any more. What we need to do now is expand that grab-bag into its proper dimensions, and be clear about their characteristics and the interactions between them, linked with the dynamics of business requirements and business integration. The ‘four dimensions’ model – the tetradian – gives us the simplest possible framework for a high-level model of this business ‘globe’; and the 5Ps methodology gives us a way to apply it in everyday business practice. [ends]