Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

Frameworks

Comparisons

TOGAF and Zachman
Misunderstanding

TOGAF

Now What
Content vs Benefits
Overall
ADM
Other Frameworks
Other Detail
Guidance vs Detail
Trends

PEFF

Head

Ontologies

Ontologies

Structural

MAGIC
Relationships

Transformational

MAGMA
Relationships

Enterprise

DOTS
Relationships

Adoption

Adoption
Overview
Detail

Guidance

Iterations

Single
Over Time

Measures

Maturity Model

PTMC

Levels
Tools
Example Report
Step 0
The First Step is NOT the Hardest
Actions

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
Actions

Measures PTMC

Level 1
Step 2
Actions

Measures PTMC

Level 2
Step 3
Actions

Measures PTMC

Level 3

POET

Head

Methods

Methods

Phases

Models

Disciplines

Governance and Lobbying

Transformation Synchronisation
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Artefacts

Artefacts

Ontology

Detail

Structural and Transformational Zachman
Models

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Culture

Organisation Structure

Management
Workers

Slaves to Psychology

The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Comparison

PEAF

Head

Adoption

Adoption
Step 4
Actions
Risks
Step 5
Actions
Setup EA Governance
Prepare Process Change
Define the EA Meta model
Prepare EA Education
Prepare Culture Change
Select an EA Modelling Tool
Step 6
Actions
Rollout Process Change

Actions

Setup the EA Meta model
Provide EA Education
Rollout Culture Change
Rollout EA Modelling Tool

Methods

Methods
Governance and Lobbying
Process
Overview
Dovetailing with the Project Process
Strategic vs Tactical
Transformation Debt
Ratio

Artefacts

Artefacts

Ontology

Models

Relationships

Meta models

Transformational

Principles
Debt Agreement

Guidance

Guidance

Principles

Overview
Types
WHAT We Produce
HOW We Do Transformation

Items

Items

Tools

Evaluation

X Requirements

Culture

Culture

Organisation Structure

Traditional vs Pragmatic

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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PEAF>Adoption>Step-4>Actions ◄◄◄           .           ►►► PEAF>Adoption>Step-5

Because the field of Enterprise Architecture is very immature (we cannot call it a profession) and there is no way to know who is and is not a “real” Enterprise Architect, almost anyone can call themselves an Enterprise Architect and begin telling others about it. Negativity around EA is widespread but it is not a surprise. Most people and Enterprises have just enough knowledge to be dangerous!

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PEAF>Adoption>Step-4>Actions ◄◄◄         Enroll to Self Study Now!         ►►► PEAF>Adoption>Step-5

Keypoint

Adopt this component by...

There are many risks related to increasing your EA maturity. 99% of these are misconceptions. If you do not address them, YOU WILL FAIL.

C-Suite: Instigate an initiative to Break down the Brick Wall of Misconceptions about EA.

C-Suite: Reward; 1) The exposing of problems and mistakes. 2) The breaking down of silos and fiefdoms. 3) Striving for long-term benefits to the Enterprise, rather than short-term benefits to individuals.

EA Project Team: Continually communicate.

Questions to ponder...

Which of these bricks of misconception exist in your Enterprise?

What are the top 5?

What will you do to address them?

Who in your Enterprise hates EA?

What do you need to do to stop them hating EA?

What cultural risks, related to EA, exist in your Enterprise?

What effect are they having on your EA capability and its output?

Who is Accountable and Responsible for managing them?













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