Index

PF2

Introduction

Introduction

Companies

Overview

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

Frameworks

Frameworks

Overview

X Frameworks
Applicability

Available Now

PEFF Enterprise Fundamentals
Why Use It
POET Enterprise Transformation
Why Use It
Operating Model
PEAF Enterprise Architecture
Why Use It
Logical Model
PTMC Transformation Maturity
Why Use It
Logical Model

PEFF

Head

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation

Ontologies

Ontologies

Structural

MAGIC

Transformational

MAGMA

Enterprise

DOTS

Adoption

Adoption
Overview

Measures

PTMC

Levels
Tools
Step 0

Measures PTMC

Level 0

Motivation

Paradigm Shift
WE Deming
70 of All Change Initiatives Fail
Enterprise Viability
Sage Words
Basic Premise
The Transformation of Transformation
What Your Transformation Capability Looks Like
Building the Machine that Makes the Machine
Culture

Demotivation

Dont Throw The Baby Out With The Bathwater
Domain Blindness
The Red Pill
Timing Paradox
Management Workers Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Reality Avoidance
Its Just Not Sexy
The Drowning Children
Step 1

Measures PTMC

Level 1
Step 2
Level 2
Step 3
Level 3

POET

Head

Adoption

Adoption
Step 4
Step 5
Step 6

Methods

Methods

Phases

Resource Utilisation

Solutioning

A Pragmatic Approach
Pattern

Disciplines

Overview
Capability Model

Governance and Lobbying

Technical Debt vs Transformation Debt

Transformation Debt

►Investment Profiles

Artefacts

Artefacts

Ontology

Basics

Mapping to Phases

Detail

Structural and Transformational Zachman
Models

Meta models

Hybrid

Items

Architecture and Engineering

Architect Horizontally Engineer Vertically

Culture

Culture

Organisation Structure

Management
Workers

Architects and Engineers

Comparison

PEAF

Head

Adoption

Adoption
Step 4
Risks
Step 5
Step 6

Methods

Methods

Phases

Strategising

Capability Modelling

With DOTS

Roadmapping

Create update Portfolio Model

Artefacts

Artefacts

Ontology

Meta models

Models

Relationships

Guidance

Guidance

Principles

Types

WHAT We Produce
HOW We Do Transformation

PF2

Appendix

Appendix

Background

The Author
       
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Intro - An Introduction to Pragmatics Frameworks








POET>Methods>Disciplines>Governance-and-Lobbying>Technical-Debt-vs-Transformation-Debt ◄◄◄           .           ►►► POET>Artefacts>Section

This diagram illustrates three main things

1)    Firstly, it illustrates (in red) what happens when Transformation Debt™ is not exposed and managed. This is typical of most Enterprises.

2)    Secondly, it illustrates (in green) what happens when Transformation Debt™ is exposed and managed.

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POET>Methods>Disciplines>Governance-and-Lobbying>Technical-Debt-vs-Transformation-Debt ◄◄◄         Enroll to Self Study Now!         ►►► POET>Artefacts>Section

Keypoint

Adopt this component by...

If you do not control Transformation Debt™ it will control you.

Management: Draw a graph of the last 20 years of transformation investment.

Questions to ponder...

Which line most closely resembles your Enterprises Transformation cost profile?

Do you think it is preferable to expose and manage Transformation Debt™, and if so, why?

How much hidden Transformation Debt™ exists within your Enterprise?

What is the interest rate you are paying?

How long will you have to continue to pay the debt for?

How do you intend to pay off the Debt and when?

How close are you to maxing out your Enterprise’s credit card?







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