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.

1. How to re-think a business from scratch, with
Whole-enterprise architecture
Tom Graves, Tetradian Consulting
Conferenz IT & Enterprise Architecture Forum
Auckland, July 2016

2. Hi. (That’s all the
introductions
that we need!)I’m Tom.

3. Let’s start with
the hard question…

4. What is
enterprise-architecture?
(yeah, lots of arguments about this…)

5. Well, yes, IT is a key part of EA…
CC-BY-SA MysteryBee via Flickr

6. all the technology
that’s around IT,
that’s part of EA too…
CC-BY-ND garylerude via Flickr

7. and uses of IT – such as in mobile…
CC-BY Highways Agency via Flickr

8. social (sort-of)… CC-BY artotemsco via Flickr

9. …or just plain daft…
CC-BY jimlegans via Flickr

10. Yet what is
enterprise-architecture, really?
…it’s the architecture
of the enterprise.
(yeah, I know, should be kinda obvious…)

11. The aim of all architecture…
Things work better
when they work together,
on purpose.
(It’s about effectiveness.)

12. …and enterprise is
“a bold endeavour”
(Enterprise as “a large commercial organisation” is valid too,
but it’s merely one narrow subset of a broader whole.)

13. So this is EA, too…

14. …and this…

15. …and this…
CC-BY Igor Schwarzmann via Flickr

16. “It’s not not about
the technology”
(Andrew McAfee)
(because technology is an enabler
that makes the enterprise possible)

17. …but it’s always about people…
CC-BY AllBrazilian via Wikimedia
(look! – technology in use!)

18. Technology is a means
Enterprise is the ends
Don’t mix them up!

19. What’s the current situation
with our frameworks
for enterprise-architecture?

20. What are we facing in EA?
• Cloud and other infrastructure changes
• Internet of Things, smart-cities and more
• Mobile, wearables, embedded-devices
• Technology-disruption, blockchain, materials
• Business-disruption, customer-centrism
• Spiralling complexity – any scope, any scale

21. What do we need from frameworks?
• Agility, speed, adaptability, simplicity
• Consistency of methods, models, frames
• Consistency across any scope, any scale
• Address all forms of complexity, dynamics etc
• Address all aspects of context, including human
• Practice-oriented, results-oriented

22. …but…

23. What do our EA frameworks give us?
• Most are built for classic big-IT only
• Cumbersome, inconsistent, needlessly verbose
• Most oriented to documentation, not practice
• Most require top-down Waterfall-type style
• No awareness of people-as-people
• No methods (TOGAF is almost the only exception)

24. • Most are built for classic big-IT only
• Cumbersome, inconsistent, needlessly verbose
• Most oriented to documentation, not practice
• Most require top-down Waterfall-type style
• No awareness of people-as-people
• No methods (TOGAF is almost the only exception)
a great big
clunky
outdated mess…
What do our EA frameworks give us?

25. WAAAAHHH!!!

26. …or, more politely,
not much use at all.

27. What do our EA toolsets give us?
• Most are built for those big-IT frameworks
• Cumbersome, unwieldy, often user-hostile
• Most oriented to documentation, not practice
• Most assume top-down Waterfall-type style
• In most, no awareness of people-as-people
• Almost no support for methods (except TOGAF, again)

28. • Most are built for those big-IT frameworks
• Cumbersome, unwieldy, often user-hostile
• Most oriented to documentation, not practice
• Most assume top-down Waterfall-type style
• In most, no awareness of people-as-people
• Almost no support for methods (except TOGAF, again)
a great big
clunky
outdated mess…
What do our EA toolsets give us?

29. WAAAAHHH!!!

30. …or, more politely,
not much use at all.

31. #facepalm…
CC-BY xxdr_zombiexx via Flickr
…they copied the same mistakes
“because we thought that’s what
the market would want…”

32. (image source not known)
If we can’t fix this…
…our prospects
could be somewhat bleak…

33. What can we do about it?!?
CC-BY Editor B via Flickr

34. Short answer:
start again from scratch…

35. …and this time,
do it properly, by starting
from a whole-enterprise view.

36. Don’t panic! – it’s not as hard as it sounds…
BY Nate Steiner via Flickr

37. …it’s using what we already know,
going back to first-principles,
and applying architecture
to architecture itself.

38. ‘Whole enterprise’
doesn’t need to mean
whole-of-enterprise, every time…
…instead, it’s more about doing
every item of architecture
always in context of the whole.
(which means we first need to understand that whole…)

39. Understanding the scope…
‘Classic’ EA covers only the mid-range of abstraction, and often IT-only;
for most real-world EA, we need more range – top-down and bottom-up.

40. Linking architecture and design…
Architecture
emphasis on
Why and Who
Design
emphasis on
How and What
/ Where / When

41. Understanding the process…
Damien Newman’s ‘the Squiggle’, as a description of the development process

42. About disciplines of sensemaking…
(a favourite book)

43. “The art of scientific investigation”
Preface to WIB Beveridge, The Art of Scientific Investigation, Norton, 1957
“Elaborate apparatus plays an important part in the
science of today, but I wonder if we are not inclined to
forget that the most important instrument in research
is the mind of [the researcher].
https://archive.org/details/artofscientifici00beve
“We need to pay more attention] to the technicalities
of making the best use of the [mind] … the practice
and mental skills - the art - of scientific investigation.”

44. About structure and story…
(another favourite book)

45. “Two points of view on architecture”
• Architecture is an exercise in truth
A proper building is responsible to universal knowledge
and is wholly honest in the expression of its functions
and materials
• Architecture is an exercise in narrative
Architecture is a vehicle for the telling of stories,
a canvas for relaying societal myths, a stage for the
theatre of everyday life
Chapter 84, in Matthew Frederick, 101 Things I Learned In Architecture School, MIT Press, 2007
- architecture is about structure
- architecture is about story

46. Core concepts
for whole-enterprise architecture

47. From plan to planning,
from architecture to architecting…
CC-BY – Paul – via Flickr

48. Enterprise is ecosystem-with-a-purpose…
CC-BY Fretro via Flickr

49. People are always people, themselves…
CC-BY andré luís via Flickr

50. …never as mere projections of the machine…
CC-BY justin pickard via Flickr

51. Scope is always ‘the everything’…
(every context is within a greater context)
CC-BY Matt Brown via Flickr
…yet we get to choose effective scope-boundary…

52. Recursive and fractal…
CC-BY-NC-SA sharman via Flickr
every point describes every other point…

53. VUCA is everywhere…
Volatility, Uncertainty, Complexity, Ambiguity… CC-BY soldiersmediacenter via Flickr

54. Architecture is non-functional first
Two bridges:
The function is the
same for both;
the non-functionals
make the difference
CC-BY-ND ernieski via FlickrCC-BY hansfransen via Flickr

55. There is no ‘The Solution’…
CC-BY art_es_anna via Flickr…every context changes dynamically over time…

56. The Architect’s Mantra…
I don’t know…
(but I know someone who does, or how to find out)
It depends…
(and I know what it depends on, and why)
Just enough detail…
(and I know what the right level of detail would be)

57. Building a method
for whole-enterprise architecture

58. Start from a linear project-sequence…
(Tuckman’s classic Group Dynamics project-lifecycle)
Forming
(Purpose)
1 2 3 4 5
Performing
(Process)
Storming
(People)
Norming
(Preparation)
Adjourning
(Performance)

59. Bring in the Squiggle…
Architecture Design

60. Map phases onto the Squiggle…
Forming
(Purpose)
Storming
(People)
Norming
(Preparation)
Performing
(Process)
Adjourning
(Performance)
Architecture Design

61. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Reframe as Five Elements cycle…
Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Start
here

62. What
Process
(Performing
…and make it fully fractal
Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)

63. Five Elements as strategy-action cycle
(overall cycle and relationships
need to be kept in balance)

64. Use the cycle for any scope, any scale,
any duration, any depth of detail,
nested fractally to any depth…
start a new nested iteration anywhere…
but always do the whole cycle
(because if not, it will probably fail…)

65. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Fail #1: skip People, go direct to plan…
Why
Purpose
(Forming)
How
Preparation
(Norming)
Outcome
Performance
(Adjourning)
Storming!

66. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Fail #2: jump straight into action…
Why
Purpose
(Forming)
What
Process
(Performing)
Storming!

67. There are good reasons why we do
the Five Elements cycle
always in that sequence…
…don’t try to skip over or avoid
any of the phases!

68. More detail on method…

69. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 1: Purpose (Why)
Why
Purpose
(Forming)
• Establish, clarify and
refine the business-
question for review
• Identify applicable scope
• Identify underlying vision
and values
• Identify success-criteria
for this iteration

70. Why vision and values matter…
NOW!
before
certain uncertain
(depends on
personal connection,
personal trust)
(depends on sensing,
feeling, an often-literal
‘being in touch’)
PLAN
ACTION
edge of
action
situational awareness
(realities – What)
commander’s intent
(guidance – Why)

71. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 2: People (Who)
Who
People
(Storming)
• Identify who is likely to
have knowledge we need
• Identify stakeholders for
the business-question,
and their drivers
• Identify and assess any
underlying politics…

72. Who are the stakeholders?
A stakeholder
is anyone
who can wield
a sharp-pointed stake
in our direction…
CC-BY-NC-SA evilpeacock via Flickr
(Hint: there are a lot more of them
than we might at first think…)

73. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 3: Preparation (How)
How
Preparation
(Norming)
• Identify frames and
methods that match
criteria for the current
business-question
• Create context-specific
methods for action
• Build action-plan

74. The Start Anywhere principle:
everything connects to
everything else…
everything depends on
everything else…
- so we can start anywhere
and arrive at the same place!

75. Start from context…
Typical visual-checklist:
Holomap
(part of Enterprise
Canvas suite)

76. Start from services…
Typical visual-checklist:
Enterprise Canvas
(and 20+ related maps in
the ECanvas suite)

77. Start from complexity…
Typical visual-checklist:
SCAN
(with any of its 80+
overlays and crossmaps)

78. Start from capability and strategy…
Typical visual-checklist:
SCORE
(and other maps in the
strategy suite)

79. Start from structural content…
Typical visual-checklist:
Service Content
(and 20+ related maps in
the ECanvas suite)

80. Start from value-flows…
Typical visual-checklist:
Service Cycle
(and 20+ related maps in
the ECanvas suite)

81. Start from story…
Typical visual-checklist:
NOTES
(with active narrative /
story-exploration)

82. Start from effectiveness…
Typical visual-checklist:
SEMPER
(power-dynamics and
‘ability to do work’)

83. Start from governance…
Typical visual-checklist:
Backbone & Edge
(dynamics, pace-layering,
dependencies and more)

84. Start from architecture-maturity…
Typical visual-checklist:
Maturity Model
(recommended tactics at
varying maturity-stages)

85. The Start Anywhere principle
shows us that ‘where to start’
doesn’t matter all that much..
…what does matter
is that we do get started!

86. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 4: Process (What / Where / When)
What
Process
(Performing)
• Enact the action-plan
• Engage with stakeholders
during the action
• Apply governance as
needed for the context
• Capture architectural
information as required

87. Remember that
enterprise-architecture
is not solution-architecture…
…we need the right toolset for each type of work
– but are there any good tools yet for EA?

88. Solution-architect’s toolset

89. Enterprise-architect’s toolset

90. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 5: Performance (Outcome)
Outcome
Performance
(Adjourning)
• Assess benefits-realised
and value-delivered from
the iteration, as per the
criteria from Why-phase
• Assess lessons-learned
from the iteration
• Set up for further actions

91. Don’t skimp on this phase!
– it’s how we establish and prove
that we’ve delivered real business-value…
and how we build competence, expertise
and maturity in enterprise-architecture

92. A real example:
transform organisation’s
operating-model
(duration: five weeks elapsed-time)

93. Transformation – 0: Setup
• Business question: “How can
we turn round into
profitability?”
• Refined to: “How do we
enhance operational
effectiveness, to become
more profitable?”
• Initial enquiry-iteration
indicates competence for this
resides with operations-staff
Initial
enquiry
and setup
Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)

94. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Transformation – 1: Purpose (Why)
Why
Purpose
(Forming)
• Business question: Refine
business-processes to
enhance effectiveness
• Use organisation vision
and values as focus-
criteria
• Success-criteria: Set of
feasible / achievable
change-projects

95. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Transformation – 2: People (Who)
Who
People
(Storming)
• Put out a call for volunteers
who have the likely
experience, knowledge and
commitment
• Engage senior-management
in commitment to change
• (but warning-signs of
equivocation from some
senior managers…)

96. Our volunteers were excited about possibilities…
CC-BY-ND alanclarkdesign via Flickr

97. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Transformation – 3: Preparation (How)
How
Preparation
(Norming)
• Run a set of training-
workshops with the
volunteers, to learn the
methods for whole-
enterprise architecture
and design
• Create context-specific
methods for action
• Build action-plans

98. Methods for whole-enterprise architecture…

99. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Transformation – 4: Process (What etc)
What
Process
(Performing)
• Volunteers start to enact their
action-plans, to develop
detailed business-cases
• but senior-managers pull back
on support for front-line staff
• Middle-managers bully their
staff about ‘wasting time’…
• Volunteers lose their
commitment…

100. Our volunteers lost commitment and hope…
CC-BY-ND alanclarkdesign via Flickr

101. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Transformation – X: Failure…?
• With commitment lost, the
transformation fades to nothing:
– “The greatest danger for an
organisation is when its
passionate people fall silent”
• There is now neither means nor
time for needed transformation
– so the blame-games start…
• Right now, the most likely
outcome is that the organisation
will have to be sold or closed
Storming!

102. We can’t avoid the politics…
POLITICS
NO POLITICS!
Always be careful of the politics – it’s a crucial aspect of EA,
but it can kill business-transformation and more if not done well…

103. A real example:
assess Gartner’s Bimodal-IT
(duration: two days)
See also: http://weblog.tetradian.com/towards-a-whole-enterprise-architecture-standard-worked-example/

104. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Bimodal-IT – 1: Purpose (Why)
Why
Purpose
(Forming)
• Business-question: “should
we adopt Bimodal-IT?”
• Refined to “What IT-
governance do we need?”
• Success-criteria: clarity on
the decision, and guidance
on what to do next

105. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Bimodal-IT – 2: People (Who)
Who
People
(Storming)
• Stakeholders: operations,
developers, service-
management; also
marketing, PMO etc
• IT-vendors, consultancies,
trade-journals; also various
independent practitioners
• Vendors, consultancies etc
have vested interests…

106. Use Holomap to map stakeholders…
(Context-specific version of Holomap instantiated from Holomap metatemplate,
to summarise the overall broader context for the business’ IT-organisation)

107. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Bimodal-IT – 3: Preparation (How)
How
Preparation
(Norming)
• Literature-review identifies
real doubts…
• Assessment shows deep-
complexity in criteria for
governance
• Build action-plan to explore
ideas on meta-governance

108. Assess with Backbone & Edge…
(Backbone & Edge visual-checklist
with crossmap to Simon Wardley’s
‘Pioneers, Settlers, Town-Planners’
model – includes example data-
types to illustrate ‘spectrum of
governance of governance’)
domain
CRM
product
catalogue
sales
process
backbone
person-
definition
business
standards
standard ops
procedures
edge
CRM
experiment
sales/
purchase
portal
Agile
product-dev
domain
ERP
facilities
mgmt
procurement
process
Agile-type
governance of
dependencies
Waterfall-type
governance of
dependencies
≈ “Town-Planners” ≈ “Settlers” ≈ “Pioneers”
(spectrum of ‘governance of governance’)

109. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Bimodal-IT – 4: Process (What etc)
What
Process
(Performing)
• Internal stakeholders do
acknowledge need for
governance – including for
shadow-IT
• Complexities of dynamics etc
are a real concern
• Many stakeholders openly
deride Bimodal-IT as an
extreme over-simplification:
– “it’s worse than useless…”

110. Stakeholder views on ‘Bimodal-IT’…
“exactly what not to do for viable governance…”

111. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Bimodal-IT – 5: Performance (Outcome)
Outcome
Performance
(Adjourning)
• Benefits-realised: clear advice –
some form of meta-governance
needed, but not Bimodal-IT
• Value-delivered: probable cost-
avoidance of c.$10m-$100m
• Lessons-learned: beware of big-
consultancy hype…
• Further actions: explore future
needs and criteria for systematic
meta-governance

112. The moral of this tale:
beware of ‘solutioneering’!
– someone else’s supposed ‘best practice’
is rarely an exact best-practice
for our own business-context…

113. A real example:
restructure a design-firm’s
business-model
(duration: two hours)
See also: http://weblog.tetradian.com/2015/11/30/using-score-to-reframe-the-business-model/

114. “Where do we start?”, he said…

115. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Business-model: Why (Purpose)
Why
Purpose
(Forming)
• Refine the business-
question to “Finding
more and better clients”
• Key value: “Design-work
that I like doing”
• Success-criterion: a
viable business-model

116. Another view of the Squiggle…
Architecture DesignConcept Visuals

117. Initial idea-sketches…

118. Full concept-sketch…
https://www.behance.net/gallery/34644071/Lotus-2016-Geneva-Motor-Show-concept

119. Preliminary model…
https://www.behance.net/gallery/34644071/Lotus-2016-Geneva-Motor-Show-concept

120. Fully-rendered model…
https://www.behance.net/gallery/34644071/Lotus-2016-Geneva-Motor-Show-concept

121. Fully-rendered model…

122. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Business-model: Who (People)
Who
People
(Storming)
• Assess feedback from
clients and other contacts
• Review of own implicit
‘A/B tests’ on portfolio-
sites such as Behance.net
• Look inside oneself for
inner knowing…

123. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Business-model: How (Preparation)
How
Preparation
(Norming)
• Need for a simple
precursor to Business
Model Canvas
• Use SCORE frame for
capability/strategy
mapping as precursor
– http://weblog.tetradian.com/2013/
06/29/checking-the-score/
• Build action-plan

124. This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0).
To view a copy of this license, visit https://creativecommons.org/licenses/by-sa/4.0/Tetradian www.tetradian.com
Project By Date
VersionSCORE
strengths
Strengths / Services / Support
(existing capabilities and resources, potential for synergies)
challenges
Challenges / Capabilities-needed
(‘weaknesses’ indicate needed capabilities and resources)
options
Options / Opportunities and risks
(opportunity is also risk, risk is also opportunity)
responses
Responses / Returns / Rewards
(probable or emergent consequences of action or inaction)
effectiveness
default: efficient, reliable, elegant, appropriate, integrated
focus-question

125. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Business-model: What etc (Process)
What
Process
(Performing)
• Enact the action-plan: Use
SCORE frame to explore
the context, opportunities,
challenges etc
• “SWOT is just bits - SCORE
is a path, connected,
adaptable”
• Continue iterating, to
collect Just Enough Detail…

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Project By Date
VersionSCORE
strengths
Strengths / Services / Support
(existing capabilities and resources, potential for synergies)
challenges
Challenges / Capabilities-needed
(‘weaknesses’ indicate needed capabilities and resources)
options
Options / Opportunities and risks
(opportunity is also risk, risk is also opportunity)
responses
Responses / Returns / Rewards
(probable or emergent consequences of action or inaction)
effectiveness
default: efficient, reliable, elegant, appropriate, integrated
“Finding more and better clients”
not enough income;
not enough work I like
good at 3D modelling
need more expensive software?
I like doing research
are clients interested in research – I assume not…
jobs with research in them have often gained me new work
research is important to me
I’m good at textures, ‘realness’
is there a market for ‘realness’?
A/B test shows there is a market for ‘realness’
‘realness’ is important to me
not many people do what I do
real business-opportunity for concepts/visuals
with research and ‘realness’
my current software is enough
next task: clarify details of new business-model!
JC3DVIS business-model Tetradian

127. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Business-model: Outcome (Performance)
Outcome
Performance
(Adjourning)
• Benefits-realised: Clear
preparation and content
for Business Model Canvas
• Lessons-learned: “Stuff I’d
thought was of no value
turns out to be the
opposite – things like
research, and realness”
• Set up for further actions

128. “Portraying the realness of things…”

129. Revised business-activity model…
“some people just want concept-sketches, others want full visuals,
but some clients do want both…”

130. How architecture really works…
“When we started, I wanted a [predefined]
framework, but this has given me far more, helped
me to think. It’s a lot more exciting, to be honest.”
“What was useful was you set off sparks of thought
that got me connecting the dots.”
(And when we do it right, architecture can indeed be exciting!)

131. Your real example:
EA in 5 minutes

132. Remember the Architect’s Mantra…
I don’t know…
(but I know someone who does, or how to find out)
It depends…
(and I know what it depends on, and why)
Just enough detail…
(and I know what the right level of detail would be)

133. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 1: Why (Purpose)
Why
Purpose
(Forming)
• Establish, clarify and
refine the business-
question for review
• Identify applicable scope
• Identify underlying vision
and values
• Identify success-criteria
for this iteration

134. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 2: Who (People)
Who
People
(Storming)
• Identify who is likely to
have knowledge we need
• Identify stakeholders for
the business-question,
and their drivers
• Identify and assess any
underlying politics…

135. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 3: How (Preparation)
How
Preparation
(Norming)
• Identify frames and
methods that match
criteria for the current
business-question
• Create context-specific
methods for action
• Build action-plan

136. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 4: What / Where / When (Process)
What
Process
(Performing)
• Enact the action-plan
• Engage with stakeholders
during the action
• Apply governance as
needed for the context
• Capture architectural
information as required

137. Why
Purpose
(Forming)
Who
People
(Storming)
How
Preparation
(Norming)
What
Process
(Performing)
Outcome
Performance
(Adjourning)
Phase 5: Outcome (Performance)
Outcome
Performance
(Adjourning)
• Assess benefits-realised
and value-delivered from
the iteration, as per the
criteria from Why-phase
• Assess lessons-learned
from the iteration
• Set up for further actions

138. What do we learn from this?
(Quick comments, anyone?)

139. Wrapping up…

140. Summary
• Whole-enterprise architecture aims to create
effectiveness, always in context of the whole
• Methods and frames are consistent everywhere,
– consistent at every scope, scale and duration
– consistent pattern: Why, Who, How, What, Outcomes
• Address all aspects of context, including human
• Address all forms of complexity, dynamics etc
• Always oriented to real-world practice and results

141. Thank you!

142. Contact: Tom Graves
Company: Tetradian Consulting
Email: info@tetradian.com
Twitter: @tetradian ( http://twitter.com/tetradian )
Weblog: http://weblog.tetradian.com
Slidedecks: http://www.slideshare.net/tetradian
Publications: http://tetradianbooks.com
Books: • Real enterprise architecture: Beyond IT to the whole enterprise (2008)
• Bridging the silos: Enterprise architecture for IT architects (2008)
• Power and response-ability – the human side of systems (2003/2008)
• SEMPER and SCORE: Enhancing enterprise effectiveness (2008)
• The service-oriented enterprise: Enterprise architecture and viable services (2009)
• Doing enterprise-architecture: process and practice in the real enterprise (2009)
• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)
• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)
• The enterprise as story: the role of narrative in enterprise-architecture (2012)
Further information: