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>70-of-All-Change-Initiatives-Fail ◄◄◄           .           ►►► PEFF>Adoption>Step-0>Motivation>Sage-Words

Please note that the term “The Enterprise” used here, should be taken to mean the Senior Strategic Management of the Enterprise. This generally means the C-Suite, Board of Directors, Partners and Senior Executive Team of the Enterprise in question.

Please also note that these types of Enterprise Viability are not hard and fast rules. Every Enterprise will be different in terms of how it thinks (and in terms of how it acts in reality). They are presented as an aid for Enterprises to determine:

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PEFF>Adoption>Step-0>Motivation>70-of-All-Change-Initiatives-Fail ◄◄◄         Enroll to Self Study Now!         ►►► PEFF>Adoption>Step-0>Motivation>Sage-Words

Keypoint

Adopt this component by...

It’s not what you do, it’s the way that you do it. (And that’s what gets results.)

C-Suite: Agree that we are living in the era of the Transformation of Transformation.

Questions to ponder...

Is executing Transformation in your Enterprise getting more and more complicated?

Do you think that how your Enterprise effects Transformation is important?

Is the effectiveness, efficiency, agility and Durability of your Transformation capability sufficient?

If not, what are you going to do about it?























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