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












PEFF>Adoption>Step-0>Motivation>WE-Deming ◄◄◄           .           ►►► PEFF>Adoption>Step-0>Motivation>Enterprise-Viability

I first met project/change failure statistics in around 1982. I had been working on projects for a couple of years, and many failed. Of course, no one admitted that they failed. But they did.

Here we are 39 years later in 2021 and the bad news has not changed. That is very sad.

Sad for the Enterprises involved of course, but also sad for the disillusioned and depressed people working on those projects. I know because I have worked on many failed projects over the last 36 years. The only thing more depressing than knowing the project you are working on is going to fail, is having no ability to do anything to stop it, and in many cases the ignominy of being vilified for pointing it out. “Think positive!” and “Just Do it!” are in copious supply but, “Oh bugger, thanks for pointing that out. We’d better take stock…” is nowhere to be found.

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PEFF>Adoption>Step-0>Motivation>WE-Deming ◄◄◄         Enroll to Self Study Now!         ►►► PEFF>Adoption>Step-0>Motivation>Enterprise-Viability

Keypoint

Adopt this component by...

70% of all change will continue to fail, unless you change how you change.

C-Suite: Accept the inconvenient truth that 70% of change initiative fail.

C-Suite: Mandate the use of the PTMC to find out what’s wrong in your Enterprise.

Questions to ponder...

What are the success/failure rates for your Enterprises change initiatives?

Do they even get measured?

What will you do to bang the boardroom table for resources to mature your Enterprises Transformation capability?























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