Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

Ontologies

Ontologies

Structural

MAGIC
Relationships

Transformational

MAGMA
Relationships

Enterprise

DOTS
Relationships

POET

Methods

Methods

Phases

Overview
Architectures
Resource Utilisation
Pattern
Models

Disciplines

Governance and Lobbying Disciplines

Governance and Lobbying

Artefact Mapping
Transformation Synchronisation
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Artefacts

Artefacts

Overview

Overview
Architectures

Ontology

Detail

Structural and Transformational Zachman

Culture

Organisation Structure

Workers

PEAF

Methods

Methods

Phases

Roadmapping

Process
Solutioning
Process
Governance and Lobbying
Process
Strategic vs Tactical
Transformation Debt
Ratio

Artefacts

Artefacts

Meta models

Transformational

Principles
Debt Agreement

Guidance

Guidance

Principles

Overview
Types
WHAT We Produce
HOW We Do Transformation

Culture

Culture

Organisation Structure

Traditional vs Pragmatic

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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Enterprise Transformation Governance

A Pragmatic Approach Using Transformation Debt

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PEAF>Methods>Governance-and-Lobbying>Transformation-Debt ◄◄◄           .           ►►► PEAF>Artefacts>Section

Although Transformation Debt Ratio™ is defined for each project, it can also be combined to produce an TDR for a group of projects in a program or an overall TDR for the entire Project Portfolio. Of course, when combining TDR you need to weight each individual TDR to get a balanced view.

While TDR for the entire Transformation Portfolio provides a useful metric at a point in time, it is more useful to track it over time. A sensible view might be that over time, an Enterprise might like to see the amount of work that is Compliant increase and the amount of work done in a Non-Compliant way decrease - since doing work in a Compliant way is generally the most effective, most efficient and least risky manner of doing it.

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PEAF>Methods>Governance-and-Lobbying>Transformation-Debt ◄◄◄         Enroll to Self Study Now!         ►►► PEAF>Artefacts>Section

Keypoint

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Over time, increase the ratio of Strategic to Tactical work.

Management: Over time, increase the amount of Transformation work done in a Compliant fashion, while decreasing the amount of Transformation work done in a Non-Compliant fashion.

Questions to ponder...

What is the TDR for your currently executing Transformation Portfolio?

How do you want that to change going forward?

What do you need to do to make that happen?

What will you do to break the cycle?









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