The Pragmatic Family of Frameworks · 90% 100% Direction C-Suite/ Board Exec Mgmt IT (Projects)...
Transcript of The Pragmatic Family of Frameworks · 90% 100% Direction C-Suite/ Board Exec Mgmt IT (Projects)...
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PF2
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v2021
Introduction Introduction
Introduction
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v2021
Introduction Companies
Best Practice relatedto Enterprises
Uses this
∑ Consulting∑ Training∑ Mentoring∑ Publishing
∑ Research (non-profit)
Enterprises
Operation Support
Direction
Transfor-mation
To mature this
PragmaticBest Practice
OtherBest Practice
Zachman®DevOps
Creates this
Pragmatic 365
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v2021
Introduction Companies > Pragmatic EC
Enterprise’s Transformation Capability Maturity
Budg
et S
pent
on
Cons
ulta
ncys
Low High
High
Maturity of an Enterprise’s Transformation Capability
The Transformation of TransformationTM
Enterprise’s Transformation Capability Maturity
Budg
et S
pent
on
Cons
ulta
ncys
The “Perfect World”that is not worthtrying to attain
The “Pragmatic World” most Enterprise can
easily attain
Most Enterprises
live here
Low High
High
Maturity of an Enterprise’s Transformation Capability
The Transformation of TransformationTM
Zachman®
Enterprise’s Transformation Capability Maturity
Budg
et S
pent
on
Cons
ulta
ncys
The “Perfect World”that is not worthtrying to attain
The “Pragmatic World” most Enterprise can
easily attain
Most Enterprises
live here
Low High
High
Maturity of an Enterprise’s Transformation Capability
1. Uses
to orchestrate this...
1&
The Transformation of TransformationTM
To achieve this2
Which results in this4
By changing this3
DevOps
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v2021
Introduction Licensing
¸ 350 Companies
¸ 130 Government Bodies
¸ 60 Academic Institutions
¸ 3,700 Individuals
¸ 43 Consultancies
¸ 13 Training Providers
¸ 11 Tool Vendors
Non-CommercialL I C E N S E
CommercialL I C E N S E
As at Q1/2021
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v2021
Introduction Training > Certification Courses
Instructor led or Free Self-study
Day 1 Day 2 Day 3
Module 1 Module 2 Module 3
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v2021
Introduction Training > Focused Workshops
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v2021
Introduction Training > Toolkit
ToolkitFiles
SupplementaryFiles
Foundation
Certified
Instructor Led Course
Foundation
Certified
Free Self Study Course
Provides
Option
Leads toLeads to
ComponentFiles
Edits Edits
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v2021
Introduction Pragmatic Publishing Platform
ToolkitWebsiteMobile
ComponentFiles
Exam SystemPhysical BooksIntegration Training Courses
ToolkitWebsiteMobile
ComponentFiles
Edits Edits
Exam SystemPhysical BooksIntegration Training Courses
Toolkit
Documents Present’ns
WebsiteMobile
Creates Defines
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Exam SystemPhysical BooksIntegration Training Courses
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Documents Present’ns
Creates
Website http://www.YourSite.com/XOETMobile
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Defines
ComponentFiles
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Exam System
Exams
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Physical BooksIntegration Training Courses
Present’ns
Toolkit
Documents Present’ns
Creates
Website http://www.YourSite.com/XOETMobile
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Defines
ComponentFiles
Edits Edits
Exam System
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Physical BooksIntegration Training Courses
Present’ns
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v2021
Frameworks Frameworks
Frameworks
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v2021
Frameworks Introduction > Reading Approach
How many How will y Following Will you go
Sheet1
Is someone telling you when to turn the steering wheel and how much?
Does your Enterprise provide you with things that allow you to understand how you fit into the overall Transformation domain?
If not, would your job be more effective, efficient and more rewarding if it did?
Who will you lobby to provide it?
How many times will you read this book?
How will you read this book? From cover to cover? Dipping into sections on as needed basis?
Following the approach shown above?
Will you go on a training course?
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v2021
Frameworks Introduction > Connecting the DOTS
Operate
Transform
Direct
Support
Connecting
the
DOTS
Enterprise Architecture
Management Accounting
Help
desk
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v2021
Frameworks Introduction > Coverage
Enterprise
TransformationOperation SupportDirection
The PragmaticFamily of Frameworks
Enterprise
TransformationOperation SupportDirection
The PragmaticFamily of Frameworks
Enterprise
TransformationOperation SupportDirection
Enterprise Architecture
Enterprise Engineering
The PragmaticFamily of Frameworks
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v2021
Frameworks Introduction > X-Frameworks
ThePragmaticFamily of
Frameworks
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v2021
Frameworks Introduction > Applicability
Apllicable to the Enterprise’s
Enterprise ArchitectureCapability
Applicable to the Enterprise’s
TransformationCapability
Applicable to thewhole
Enterprise
Applicable to the Enterprise’s
Enterprise EngineeringCapability
The Pragmatic Family of Frameworks
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v2021
Frameworks Introduction > Context
Methods Artefacts
Items
GuidanceCulture
Methods Artefacts
Items
GuidanceCulture
Methods Artefacts
Items
GuidanceCulture
Items
Methods Artefacts
GuidanceCulture
Methods Artefacts
Items
GuidanceCulture
Methods Artefacts
Items
GuidanceCulture
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v2021
Frameworks Introduction > Influences
200820072006 20102009 2011 2012 2013 20152014 2016 2017 2018 2019 2020 2021
200820072006 20102009 2011 2012 2013 20152014 2016 2017 2018 2019 2020 2021
1985 1990 1995 2000 2005
1985 1990 1995 2000 2005
TAFIMX
Cancelled by DoD
Jan 2000
ISO/IEC14252
JTA
DoD TRM
TOGAFv1
EAP1992
C4ISR1999
DoDAF2003
TOGAFV7
2001
FEAF2003
E2AF2003
XAF2003
FEAF1999
TISAF1997
IAF v11996 IAF v3
UVA Model1994
influenced
superceeds
influenced
superceeds
superceeds
referencesreferences
supports
influenced
influenced
influenced
influenced
references
supportssupports
influenced
influenced
influenced influenced
influenced
influenced
influenced
influencedTOGAFV8.1.12006
TOGAFV9
2009
createdfrom
createdfrom
TEAF2000
Createdfrom
Zachman1987
Influenced
createdfrom
DemingQuality,
Productivity, and Competitive
Position1982
Influenced
Influenced
createdfrom
createdfrom
createdfrom
createdfrom
TOGAFV9.22018
POETv1
PEAFv3
Influenced
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tion
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PEAFv2
Createdfrom
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TOGAFV9.12011
Createdfrom
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Frameworks Introduction > Versions
v1 v2
v1
v2020
`
v2020 v2020
v3
32
4
65
PeaF
1
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v2021
Frameworks Available Now > PEFF (Enterprise Fundamentals)
EnterpriseFundamentals
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v2021
Frameworks Available Now > PEFF (Enterprise Fundamentals) > Why Use It?
PEFF allows Executive Management to take a coherent and holistic view of the whole
of their Enterprise, allowing them to put in place fundamental structures, thereby
increasing its Effectiveness and Efficiency,
by providing a coherent and holistic set of Language, Ontologies, and Adoption steps, to enable informed decision making about what
to change and how.
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v2021
Frameworks Available Now > POET (Enterprise Transformation)
Transformation
EnterpriseTransformation
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v2021
Frameworks Available Now > POET (Enterprise Transformation) > Overview
TransformationOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
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Using
TransitioningC
onstructingElaborating
SolutioningR
oadmapping
Strategising
Project PlanningProject M
anagingSetup Item
s
Modelling
Discovering
Managing R
eq’mnts
Analysing & Designing
Governing & Lobbying
Implem
entingTesting
Change M'gm
tConfig M
'gmt
Artefacts
Contextual
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
To Be
work
work
work
work
work
work
work
work
Artefacts
Contextual
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
As Is
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v2021
Frameworks Available Now > POET (Enterprise Transformation) > Why Use It?
POET allows Executive Management to take a coherent and holistic view of the whole
of the Transformation part of their Enterprise, allowing them to pragmatically
increase its maturity, and thereby increasing its Effectiveness and Efficiency,
by providing a coherent and holistic framework (Methods, Artefacts, Guidance,
Items and Culture) to enable informed decision making about what to change and
how.
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v2021
Frameworks Available Now > POET (Enterprise Transformation) > Why Use It? > Operating Model
An Operating Modelfor Transformation
An Operating Modelfor Transformation
which allows you to...
Think Strategically
An Operating Modelfor Transformation
which allows you to...
which allows you to...
Think Strategically
Act Tactically
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v2021
Frameworks Available Now > PEAF (Enterprise Architecture)
EnterpriseArchitecture
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v2021
Frameworks Available Now > PEAF (Enterprise Architecture) > Overview
TransformationOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
SolutioningR
oadmapping
Strategising
Project PlanningProject M
anagingSetup Item
s
Modelling
Discovering
Managing R
eq’mnts
Analysing & Designing
Governing & Lobbying
Implem
entingTesting
Change M'gm
tConfig M
'gmt
Artefacts
Contextual
Conceptual
Transformational
M AA G MStructure
IM GA C
To Be
Artefacts
Contextual
Conceptual
Transformational
M AA G MStructure
IM GA C
As Is
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v2021
Frameworks Available Now > PEAF (Enterprise Architecture) > Why Use It?
PEAF allows Executive Management to take a coherent and holistic view of
Roadmapping (EA),allowing them to pragmatically increase their
maturity, and thereby increasing the Enterprise’s Effectiveness and Efficiency,
by providing a coherent and holistic framework (Methods, Artefacts, Guidance,
Items and Culture) to enable informed decision making about what to change and
how.
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v2021
Frameworks Available Now > PEAF (Enterprise Architecture) > Why Use It? > Logical Model
A Logical Model for Enterprise Architecture.
A Logical Model for Enterprise Architecture.
which allows you to...
Think Strategically
A Logical Model for Enterprise Architecture.
which allows you to...
which allows you to...
Think Strategically
Act Tactically
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v2021
Frameworks Available Now > PTMC (Transformation Maturity)
TransformationMaturity
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v2021
Frameworks Available Now > PTMC (Transformation Maturity) > Overview
TransformationMaturity Culture
Items
Phases
Disciplines
Methods
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
Using
TransitioningC
onstructingElaborating
SolutioningR
oadmapping
Strategising
Project PlanningProject M
anagingSetup Item
s
Modelling
Discovering
Managing R
eq’mnts
Analysing & Designing
Governing & Lobbying
Implem
entingTesting
Change M'gm
tConfig M
'gmt
Artefacts
Contextual
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
To Be
work
work
work
work
work
work
work
work
Artefacts
Contextual
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
As Is
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v2021
Frameworks Coming Soon > POED (Direction)
EnterpriseDirection
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v2021
Frameworks Coming Soon > POED (Direction) > Overview
DirectionOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
work
work
work
work
work
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work
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work
work
work
work
work
work
Project PlanningProject M
anagingSetup Item
s
Modelling
Discovering
Managing R
eq’mnts
Analysing & Designing
Governing & Lobbying
Implem
entingTesting
Change M'gm
tConfig M
'gmt
Strategising
PathThinking
R&DEvaluate
Research
Artefacts
Contextual
Conceptual
Transformational
M AA G MStructure
IM GA C
To Be
Artefacts
Contextual
Conceptual
Transformational
M AA G MStructure
IM GA C
As Is
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v2021
Frameworks Coming Soon > POEO (Operation)
Operation
EnterpriseOperation
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v2021
Frameworks Coming Soon > POEO (Operation) > Overview
OperationOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
work
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work
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ArtefactsArtefacts
UsingBusiness
DependantBusiness
DependantBusiness
DependantBusiness
DependantBusiness
DependantStrategising
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v2021
Frameworks Coming Soon > POES (Support)
EnterpriseSupport
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v2021
Frameworks Coming Soon > POES (Support) > Overview
TransformationOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
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Incident M'gm
tProblem
M'gm
tRequest M
'gmt
Event M'gm
tM
onitoring
Ops M
'gmt
Change Mgm
’t
ArtefactsArtefacts
FulfillmentResolution
UnderstandTriage
Accept Request
Requests
Access
Events
Problems
Incidents
Requests
Access
Events
Problems
Incidents
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v2021
Frameworks Coming Soon > PEEF (Enterprise Engineering)
EnterpriseEngineering
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v2021
Frameworks Coming Soon > PEEF (Enterprise Engineering) > Overview
TransformationOperatingModel
Culture
Items
Phases
Disciplines
Methods
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
work
Using
TransitioningC
onstructingElaborating
SolutioningR
oadmapping
Project PlanningProject M
anagingSetup Item
s
Modelling
Discovering
Managing R
eq’mnts
Analysing & Designing
Governing & Lobbying
Implem
entingTesting
Change M'gm
tConfig M
'gmt
Artefacts
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
To Be
work
work
work
work
work
work
work
work
Artefacts
PhysicalStuff
Conceptual
Logical
Physical
Operational
TargetTo Be
Transformational
M AA G MStructure
IM GA C
As Is
-
v2021
Frameworks Comparisons > TOGAF & Zachman
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Conte
xtual
Zachman®
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Conte
xtual
Zachman®
Phys
ical
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Conte
xtual
Zachman®
Conc
eptua
l
Phys
ical
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Conte
xtual
Zachman®
Conc
eptua
l
Logic
al
Phys
ical
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v2021
Frameworks Comparisons > TOGAF & Zachman > Misunderstanding
Camp 2Camp 1 Camp 2Camp 1 Camp 2Camp 1 Camp 2
Pragmatic Camp
Camp 1 Camp 2
Pragmatic Camp
Camp 1
Zachman®
Way too TheoreticalWay too Complex
Overly TheoreticalOverly Complex
Way too DetailedWay too Simple
Way too TheoreticalWay too Simple
Overly DetailedOverly Simple
Overly TheoreticalOverly Simple
Way too DetailedWay too Complex
Overly DetailedOverly Complex
Complex
Theo
retic
alCo
ncre
te
The Zone.
Good balance between Theory & Detailand between Simplicity & Complexity.
“The 80/20 rule”“Work smart not hard”
Simple
Conte
xtual
Conc
eptua
l
Logic
al
Phys
ical
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v2021
Frameworks Comparisons > TOGAF & Zachman > Criteria
Strategic
Project
Enterprise
IT
Detail
Usability
Transformational Focus
How much the framework is focussed on Strategic Planning
and Roadmapping vs Project Level work.
Structural Focus
How much the framework is focussed on the structure of the
entire Enterprise vs mostly IT.
Content
An indication of how detailed the framework is vs how
usable it is.
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v2021
Frameworks Comparisons > TOGAF & Zachman > Raw Scores
TOGAF Zachman PEAF
Strategic 2 8 10
Project 5 8 2
Enterprise 2 2 10
IT 10 10 10
Detail 8 1 4
Usability 1 1 10
Total 28 30 46
Tra
nsfo
rmat
ion
Focu
s
Stru
ctur
al
Focu
sC
onte
n
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v2021
Frameworks Comparisons > TOGAF & Zachman > Overall
Detail UsabilityTOGAF
Zachman
PEAF
Enterprise IT
Detail UsabilityEnterprise IT
Detail UsabilityEnterprise IT
Project
Strategic
Project
Strategic
Project
Strategic
Transformation Focus Structural Focus Content
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v2021
Frameworks Comparisons > TOGAF & Zachman > Example Weightings #1
Weighting TOGAF Zachman PEAF
Strategic 5% 0.1 0.4 0.5
Project 40% 2 3.2 0.8
Enterprise 5% 0.1 0.1 0.5
IT 5% 0.5 0.5 0.5
Detail 40% 3.2 0.4 1.6
Usability 5% 0.05 0.05 0.5
Total 100% 5.95 4.65 4.4
Tra
nsfo
rmat
ion
Focu
s
Stru
ctur
al
Focu
sC
onte
n
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v2021
Frameworks Comparisons > TOGAF & Zachman > Example Weightings #2
Weighting TOGAF Zachman PEAF
Strategic 30% 0.6 2.4 3
Project 10% 0.5 0.8 0.2
Enterprise 10% 0.2 0.2 1
IT 10% 1 1 1
Detail 10% 0.8 0.1 0.4
Usability 30% 0.3 0.3 3
Total 100% 3.4 4.8 8.6
Tra
nsfo
rmat
ion
Focu
s
Stru
ctur
al
Focu
sC
onte
n
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v2021
Frameworks Comparisons > TOGAF > Now What?
Great! Now what?Just done your training?
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v2021
Frameworks Comparisons > TOGAF > Content vs Benefits
20%
80%
20%
80%
FrameworkContent
BenefitsRealised
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v2021
Frameworks Comparisons > TOGAF > Overall
PART IIntroduction
PART IIArchitecture
Development Method
PART IIIADM Guidelines &
Techniques
PART IVArchitecture Content
Framework
PART VEnterprise Continuum &
Tools
PART VIArchitecture Capability
Framework
IntroductionFrameworks
LanguageOntolgies
AdoptionM IA G C
Adoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoption
M IA G CAdoptionAdoption
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v2021
Frameworks Comparisons > TOGAF > ADM
Implementation
“PEAFis anEA
bootstrap”- Chris Forde
General Manager Asia Pacific & VP Enterprise Architecture
The Open Group
MAG I C MAGMA
Elaborating
Constructing
Transitioning
ItemsCulture
Artefacts
Methods
Guidance
AssessmentMeasures
Actions
Motivation
Guidance
Solutioning
M A G I C
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
M MA G A
MM
AG
A
MM
AG
A
M MA G A M
MA
GAM
MA
GA
M
MA
GA M
MA
GA
Adoption
A.Architecture
VisionB.
Business Architecture
C.Information
SystemsArchitectures
D.TechnologyArchitecture
E.Opportunities
andSolutions
F.MigrationPlanning
G.Implementation
Governance
RequirementsManagement
Preliminary
H.Architecture
ChangeManagement
Strategising
Roadmapping
Roadmapping
Roadmapping
Roadmapping
Governance
Lobbying
Roadmapping
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v2021
Frameworks Comparisons > TOGAF > Other FrameworksO
pera
tion
Dire
ctio
nTr
ansf
orm
atio
nSu
ppor
t
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Enterprise Transformation .
Oth
er T
echn
olog
y
Info
rmat
ion
Tech
nolo
gy
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Methods Artefacts Culture ItemsGovernance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Oth
er T
echn
olog
y
Info
rmat
ion
Tech
nolo
gy
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Methods Artefacts Culture Items
Enterprise Structure .Zachman®
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Oth
er T
echn
olog
y
Info
rmat
ion
Tech
nolo
gy
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Methods Artefacts Culture Items
Enterprise Structure .Zachman®
EITA/EISA .
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Oth
er T
echn
olog
y
Info
rmat
ion
Tech
nolo
gy
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Methods Artefacts Culture Items
Enterprise Structure .Zachman®
Enterprise Architecture .
EITA/EISA .
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Oth
er T
echn
olog
y
Info
rmat
ion
Tech
nolo
gy
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Not
Con
nect
ed to
IT
Conn
ecte
d to
IT
Methods Artefacts Culture Items
Enterprise Structure .Zachman®
Engineering .
Enterprise Architecture .
EITA/EISA .
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
-
v2021
Frameworks Comparisons > TOGAF > Other DetailO
pera
tion
Dire
ctio
nTr
ansf
orm
atio
nSu
ppor
t
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Enterprise Structure .Zachman®
Oth
er T
echn
olog
y
Information Technology
Items
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
M A C
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Enterprise Structure .Zachman®
Oth
er T
echn
olog
y
Information Technology
Items
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
M A C
IT Govn’ce/M’gmt .
Evaluate,Direct,
Monitor
Deliver Service & Support
Align,Plan,
Organise
Build
, Acq
uire
, Im
plem
ent
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Enterprise Structure .Zachman®
Oth
er T
echn
olog
y
Information Technology
Items
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
M A C
IT-SM .
IT Govn’ce/M’gmt .
Service design
Service transition
Service operation
Service strategy
Evaluate,Direct,
Monitor
Deliver Service & Support
Align,Plan,
Organise
Build
, Acq
uire
, Im
plem
ent
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Enterprise Structure .Zachman®
Oth
er T
echn
olog
y
Information Technology
Items
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
M A C
IT-RA .
IT-SM .
IT Govn’ce/M’gmt .
Service design
Service transition
Service operation
Service strategy
Evaluate,Direct,
Monitor
Deliver Service & Support
Align,Plan,
Organise
Build
, Acq
uire
, Im
plem
ent
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Supp
ort
Physical
Operational
Contextual
Conceptual
Logical
PhysicalStuff
EnterpriseContext
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Enterprise Transformation .
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
Context Models
Enterprise Structure .Zachman®
Oth
er T
echn
olog
y
Information Technology
Items
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
Not
Con
nect
ed to
ITCo
nnec
ted
to IT
M A C
IT-RA .
IT-SM .
IT Govn’ce/M’gmt .
Service design
Service transition
Service operation
Service strategy
Evaluate,Direct,
Monitor
Deliver Service & Support
Align,Plan,
Organise
Build
, Acq
uire
, Im
plem
ent
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Monitor,Evaluate,
Assess
Software DevelopmentDevOps
-
v2021
Frameworks Comparisons > TOGAF > Guidance vs DetailO
pera
tion
Dire
ctio
nTr
ansf
orm
atio
n
Physical
Operational
Contextual
Conceptual
Logical
Physical Stuff
Enterprise Context
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Zachman
The 20% of fundamental guidance,That creates 80% of the benefits
The 80% of detailed guidance,That creates 20% of the benefits
Arc
hite
ctur
e(B
A, E
A, S
A)
Engi
neer
ing
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Physical
Operational
Contextual
Conceptual
Logical
Physical Stuff
Enterprise Context
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Zachman
The 20% of fundamental guidance,That creates 80% of the benefits
The 80% of detailed guidance,That creates 20% of the benefits
Arc
hite
ctur
e(B
A, E
A, S
A)
Engi
neer
ing
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Physical
Operational
Contextual
Conceptual
Logical
Physical Stuff
Enterprise Context
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Zachman
The 20% of fundamental guidance,That creates 80% of the benefits
The 80% of detailed guidance,That creates 20% of the benefits
Arc
hite
ctur
e(B
A, E
A, S
A)
Engi
neer
ing
Ope
ratio
nDi
rect
ion
Tran
sfor
mat
ion
Physical
Operational
Contextual
Conceptual
Logical
Physical Stuff
Enterprise Context
Constructing
Roadmapping
Solutioning
Elaborating
Strategising
Transitioning
Using
Zachman
The 20% of fundamental guidance,That creates 80% of the benefits
The 80% of detailed guidance,That creates 20% of the benefits
Arc
hite
ctur
e(B
A, E
A, S
A)
Engi
neer
ing
-
v2021
Frameworks Comparisons > TOGAF > Trends
20
30
40
50
60
70
80
90
100
2008
-01
2009
-01
2010
-01
2011
-01
2012
-01
2013
-01
2014
-01
2015
-01
2016
-01
2017
-01
2018
-01
2019
-01
2020
-01
Google Trends PEAF TOGAF12 per. Mov. Avg. (PEAF) 12 per. Mov. Avg. (TOGAF)
-
v2021
Frameworks Comparisons > Zachman > Basic Message
You have to:∑ Model (not draw) the Enterprise.∑ Persist Models as Primitives.
If you want to transform a complex Enterprise in a volatile environment...You have to:
∑ Model (not draw) the Enterprise.∑ Persist Models as Primitives.
Pragmatic says you should also:∑ Use Ontologies appropriately.∑ Use Architecture & Engineering appropriately.
If you want to transform a complex Enterprise in a volatile environment...
-
v2021
Frameworks Comparisons > Zachman > Missing Perspective and Model
Plate A Plate B Plate C Plate DPlate A Plate B Plate C Plate D
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Plate A Plate B Plate C Plate D
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
?
?Plate A Plate B Plate C Plate D
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
DeployerPerspective
Business Service Deployers)
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
Output
Input
EnterpriseContext
Context ModelsInput
?
?
-
v2021
Frameworks Comparisons > Zachman > Overall
Context Guidance
Zachman®
ItemsZachman®
CultureZachman®
Artefacts
Zachman®
MethodsZachman®
-
v2021
Frameworks Comparisons > Zachman > Architect/Engineer
StructuralConceptual
Logical
Physical
WHYContextual
Operational
Methods ItemsArtefacts CultureHow should
work be carried out?
What things are consumed and
produced?
What things should be used?
What culture is required?
HOW
GuidanceWhat guides us?
e.g. Practices, Processes L0...
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Roles, Semantics e.g. Buildings, Technical Services
e.g. Processes L1...
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Employees, Semantics
e.g. Rooms, Racks, Applications,
Databases
e.g. Activities, Processes L2,
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Employees, Semantics
e.g. Desks, Slots, IP Addresses
5) ...doing things.... 6) ...to things… 1) People...
2) ...at locations...
3) ...and things...4) ...at locations…
7) ...using things...8) ...at locations...
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e.g. Business Functions
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Ethics, Industries, Semantics
e.g. Countries, Technologies
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e.g. Business Capabilities...
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
Capabilities
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Customers, Suppliers, Regulators
Methods
Customers, Suppliers, Regulators
Artefacs
Customers, Suppliers, Regulators
Culture
Customers, Suppliers, Regulators
Items
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9) ...guided by.
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
MAGMATM
AssessmentMeasures
Actions
Motivation
Guidance
MAGICTM
ItemsCulture
Artefacts
Methods
Guidance
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
e.g. KPI’s, CSF’se.g. Ends (Vision, Goals, Objectives)e.g. Means (Mission, Strategies, Tactics)
e.g. Business Policies, Rules,
Directivese.g. SWOT
e.g. Metricse.g. Detailed Objectivese.g. Roadmaps, Project Portfolio e.g Principles
e.g. Effectiveness, Efficiency, Agility,
Durabilty, Cost, Risk, Quality, Flexibility,
Shearing Layers
e.g. Metricse.g. Requirementse.g. Solutioning Plan,
Estimate to Complete...
e.g. Policies e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirementse.g. Elaboration
Plan, Estimate to Complete...
e.g. Standards e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirementse.g. Construction Plan, Estimate to
Complete...e.g. Standards e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirements e.g. Transition Plan.e.g. Business
Policies, Rules, Directives
e.g. Pro’s, Con’s...
Conc
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ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
ConceptualLogical
Physical
DeployerPerspective
Business Service Deployers)
TransformationalConceptual
Logical
Physical
Contextual
Operational
WHY
HOW
MeasuresHow will we measure the progress of
transformation?
MotivationWhy are we
doing the transformation?
ActionsHow will we
effect the transformation?
GuidanceWhat willguide the
transformation?
AssessmentWhy are we
doing the transformation
in this way?
ContextualStructural
ConceptualStructural
LogicalStructural
PhysicalStructural
OperationalStructural
Physical World
Enterprise Context
Key
Engineer
Architect
-
v2021
Frameworks Comparisons > Zachman > Why/How
MAGMATM
AssessmentMeasures
Actions
Motivation
Guidance
MAGICTM
ItemsCulture
Artefacts
Methods
Guidance
ContextualStructural
ConceptualStructural
LogicalStructural
PhysicalStructural
OperationalStructural
Physical World
Enterprise Context
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
WHY
TransformationalConceptual
Logical
Physical
Contextual
Operational
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
HOW
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
e.g. KPI’s, CSF’se.g. Ends (Vision, Goals, Objectives)e.g. Means (Mission, Strategies, Tactics)
e.g. Business Policies, Rules,
Directivese.g. SWOT
e.g. Metricse.g. Detailed Objectivese.g. Roadmaps, Project Portfolio e.g Principles
e.g. Effectiveness, Efficiency, Agility,
Durabilty, Cost, Risk, Quality, Flexibility,
Shearing Layers
e.g. Metricse.g. Requirementse.g. Solutioning Plan,
Estimate to Complete...
e.g. Policies e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirementse.g. Elaboration
Plan, Estimate to Complete...
e.g. Standards e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirementse.g. Construction Plan, Estimate to
Complete...e.g. Standards e.g. Pro’s, Con’s...
e.g. Metricse.g. Requirements e.g. Transition Plan.e.g. Business
Policies, Rules, Directives
e.g. Pro’s, Con’s...
WHY
HOW
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WHY
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
MeasuresHow will we measure the progress of
transformation?
MotivationWhy are we
doing the transformation?
ActionsHow will we
effect the transformation?
GuidanceWhat willguide the
transformation?
AssessmentWhy are we
doing the transformation
in this way?
HOW
WHY
HOW
Key
Why How
-
v2021
Frameworks Comparisons > Zachman > How/When/What/Where/Who
ContextualStructural
ConceptualStructural
LogicalStructural
PhysicalStructural
OperationalStructural
Physical World
Enterprise Context
Enterprise Context
e.g. Practices, Processes L0...
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Roles, Semantics e.g. Buildings, Technical Services
e.g. Processes L1...
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Employees, Semantics
e.g. Rooms, Racks, Applications,
Databases
e.g. Activities, Processes L2,
e.g. Oil Rigs, Aircraft, Bank Transactions...
e.g. Employees, Semantics
e.g. Desks, Slots, IP Addresses
5) ...doing things.... 6) ...to things… 1) People...
2) ...at locations...
3) ...and things...4) ...at locations…
7) ...using things...8) ...at locations...
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
HOW
StructuralConceptual
Logical
Physical
WHYContextual
Operational
Methods ItemsArtefacts CultureHow should
work be carried out?
What things are consumed and
produced?
What things should be used?
What culture is required?
HOW
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e.g. Values, Trust, Skills, Semantics
e.g. Regions, Locations, Technical
Capabilities
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Customers, Suppliers, Regulators
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Culture
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Items
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Key
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MAGICTM
ItemsCulture
Artefacts
Methods
Guidance
9) ...guided by.
GuidanceWhat guides us?
-
v2021
Frameworks Comparisons > Zachman > Perspectives and ModelsO
pera
tion
Dire
ctio
nTr
ansf
orm
atio
n
StructuralCurrent
StructuralCurrent
StructuralCurrent
PhysicalWorld
Target
StructuralTarget
StructuralTarget
StructuralTarget
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Enterprise Context
Elaborating
Constructing
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Using
Transformational
Transformational
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Strategising
Transformational
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e
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Execut
e
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e
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Operational
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e
DeployerPerspectiveBusiness Service
Deployers)
EnterpriseContext
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Governance
Lobbying
Governance
Lobbying
Governance
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Governance
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Governance
Lobbying
Governance
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Governance
Lobbying
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHY
HOW
WHYWHY
WHY
HOW
EnterpriseContext
(The Market & Wider context)
EnterpriseContext
(The Market & Wider context)
Arc
hite
ctur
e (B
A, E
A, S
A)
Engi
neer
ing
-
v2021
Frameworks Adoption > Overview
Some work Some work Some workSome workSome work Some work1
Domain 2Domain 1
Conceptual Model
May bedocumented
Logical Model
Probablydocumented.
Physical Model
Almost certainlydocumented
Current State
Physical World
Definitely exists
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2
1Domain 2Domain 1
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Want to Exist
Physical World
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Logical Model
Probablydocumented.
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Almost certainlydocumented
Current State
Physical World
Definitely exists
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1
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4. which moves us
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3
3 3
Domain 2Domain 1
Adjust how we currently do EA…
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Adjust how we currently do Domain 1
...to a more mature way of
doing Domain 1
Plan to physically change
Increase the Effectiveness, Efficiency, Agility and DurabilityOf HOW we do Domain 13
M IA G C
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3
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M IA G C M IA G CPhysical World
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Physical World
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2
4
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3
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Domain 2Domain 1
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Plan to physically change
Increase the Effectiveness, Efficiency, Agility and DurabilityOf HOW we do Domain 13
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4. which allows us to
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34
3
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4
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Physical World
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3 3
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Plan to physically change
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5
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4. which allows us to
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34
3
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Logical Model
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Physical Model
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Current State
Physical World
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Target
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2.to allow us to create this
in the contextof this
2
4
1
and this, if it exists
to createthis
use this Intermediate State(s)
4. which moves us
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3
3 3
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6
and this, if it exists
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5
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6
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34
3
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6
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in the contextof this
2
4
1
and this, if it exists
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3
3 3
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Domain 2Domain 1
6
7
and this, if it exists
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doing EA
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5
M IA G C
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6
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4. which allows us to
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34
3
1.model
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in the context of this
7
6
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May bedocumented
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Current State
Physical World
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2.to allow us to create this
in the contextof this
2
4
1
and this, if it exists
to createthis
to create this
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use this
Intermediate State(s)
4. which moves us
closer to this
3
3 3
Industry Framework 1
Industry Framework 2
Domain 2Domain 1
6
7
and this, if it exists
Elaborating Constructing TransitioningSolutioningStrategising Roadmapping
Business/Enterprise Architecting Enterprise Engineering
Adjust how we currently do EA…
...to a more mature way of
doing EA
Adjust how we currently do Domain 1
...to a more mature way of
doing Domain 1
Plan to physically change
Increase the Effectiveness, Efficiency, Agility and DurabilityOf HOW we do Domain 1
Adjust how we currently do EA…
...to a more mature way of
doing EA
Adjust how we currently do
EA…
...to a more mature way of
doing EA
Plan to physically change
Increase the Effectiveness, Efficiency, Agility and DurabilityOf HOW we do Enterprise Architecture3
5
M IA G C
M IA G C
M IA G C
M IA G C
Conceptual Model
Almost certainlyNot documented
Logical Model
Probably not documented
Physical Model
May bedocumented
M IA G C
M IA G C
M IA G C
6
7
4. which allows us to
create this 4. which allows us to
create this
34
3
1.model
this
4
M IA G C M IA G C
M IA G C
Logical model
M IA G C
Conceptual (Operating) model
M IA G CModified Industry Framework 1
Modified Industry Framework 2
in the context of this
7
6
5
-
v2021
Frameworks Adoption > Mapping
Tran
sfor
mat
ion
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
Contextual
Conceptual
Logical
Physical
Operational
Physical World
1Tr
ansf
orm
atio
n
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
Strategising
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Using
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
Contextual
Conceptual
Logical
Physical
Operational
Physical World
Roadmapping
Solutioning
Elaborating
Constructing
Transitioning
Strategising
Using
Contextual
Conceptual
Logical
Physical
Operational
Physical World
Contextual
Contextual
Contextual
Contextual
Contextual
Contextual
Conceptual
Conceptual
Conceptual
Conceptual
Conceptual
Conceptual
Logical
Logical
Logical
Logical
Logical
Logical
Physical
Physical
Physical
Physical
Physical
Physical
Operational
Operational
Operational
Operational
Operational
Operational
PhysicalWorld
PhysicalWorld
PhysicalWorld
PhysicalWorld
PhysicalWorld
PhysicalWorld
M
IAGC
M
IAGC
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M
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Constructing
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IAGC
M
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M
IAGC
M
IAGC
M
IAGC
M
IAGC
M
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M
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M
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M
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M
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M
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M
IAGC
M
IAGC
M
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M
IAGC
M
IAGC
M
IAGC
M
IAGC
M
IAGC
M
IAGC
M
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M
IAGC
M
IAGC
M
IAGC
M
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M
IAGC
M
IAGC
M
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M
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M
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M
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M
IAGC
M
IAGC
M
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M
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M
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M
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M
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M
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M
IAGC
M
IAGC
M
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M
IAGC
M
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M
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M
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M
IAGC
M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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M
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Contextual
Contextual
Contextual
Contextual
Contextual
Contextual
Conceptual
Conceptual
Conceptual
Conceptual
Conceptual
Conceptual
Logical
Logical
Logical
Logical
Logical
Logical
Physical
Physical
Physical
Physical
Physical
Physical
Operational
Operational
Operational
Operational
Operational
Operational
PhysicalWorld
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PhysicalWorld
PhysicalWorld
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PhysicalWorld
Ente
rpris
e Sp
ecifi
c
Ente
rpris
e Sp
ecifi
c
Ente
rpris
e Sp
ecifi
c
1
2
3
3
3
3 3
2 2 2 2 2
3 3
-
v2021
APPENDIX APPENDIX
APPENDIX
-
v2021
APPENDIX Background
∑ We Care About Enterprises∑ We Care About the People who Direct,
Operate, Transform and Support EnterprisesWHY?
WHEN?
WHERE?
USING WHAT?
HOW?
∑ We Care About Enterprises∑ We Care About the People who Direct,
Operate, Transform and Support EnterprisesWHY?
WHEN?
WHERE?
USING WHAT?
HOW?
2018∑ 2014∑ 2008∑
∑ We Care About Enterprises∑ We Care About the People who Direct,
Operate, Transform and Support EnterprisesWHY?
WHEN?
∑ Born from Observing FailureWHERE?
USING WHAT?
HOW?
2018∑ 2014∑ 2008∑
∑ We Care About Enterprises∑ We Care About the People who Direct,
Operate, Transform and Support EnterprisesWHY?
WHEN?
∑ Born from Observing FailureWHERE?
USING WHAT?
HOW? ∑ 150,000 Hours of Thinking∑ 20,000 Hours of Creating
2018∑ 2014∑ 2008∑
∑ We Care About Enterprises∑ We Care About the People who Direct,
Operate, Transform and Support EnterprisesWHY?
WHEN?
∑ Born from Observing FailureWHERE?
∑ Architecture, Engineering, Altruism∑ Honesty, Integrity, Persistence, Passion∑ Common Sense, Logic
USING WHAT?
HOW? ∑ 150,000 Hours of Thinking∑ 20,000 Hours of Creating
2018∑ 2014∑ 2008∑
-
v2021
APPENDIX Background > The Author
∑ Kevin Lee Smith
∑ 40 Years in all phases of Enterprise Transformation
∑ MBTI: (INTJ) Mastermind, (INTP) Architect
∑ DISC: (7414) Result-Oriented
∑ Belbin: Plant, Shaper
-
v2021
APPENDIX Keypoints
-
v2021
APPENDIX Sources & Resources
Sources ∑ Book cover: Tropical Storm Lee - NASA/NOAA GOES Project Science Team.∑ Stereogram used on “Hitting the Wall” produced by Easy Stereogram Builder -
www.easystereogrambuilder.com∑ “Brain Function with gears and cogs” used on the “Slaves to Psychology” graphic from
BigStock - www.bigstockphoto.com/search/digitalista ∑ Technical Debt - www.wikipedia.org/wiki/Technical_debt∑ Zachman Framework - www.wikipedia.org/wiki/Zachman_Framework∑ TOGAF (The Open Group Architecture Framework) - www.opengroup.org/togaf/∑ Business Motivation Model - www.omg.org/spec/BMM/∑ Enhanced Business Motivation Model - www.MotivationModel.com ∑ ITIL (IT Infrastructure Library) - www.itil-officialsite.com∑ COBIT (Control Objectives for Information and Related Technology) -
www.wikipedia.org/wiki/Cobit
Resources∑ www.Pragmatic365.org is the official source for all Pragmatic related materials.
-
Pragmatic365
Connectingthe DOTS
Slide Number 1PF2IntroductionCompaniesCompanies > Pragmatic ECLicensingTraining > Certification CoursesTraining > Focused WorkshopsTraining > ToolkitPragmatic Publishing PlatformFrameworksIntroduction > Reading ApproachIntroduction > Connecting the DOTSIntroduction > CoverageIntroduction > X-FrameworksIntroduction > ApplicabilityIntroduction > ContextIntroduction > InfluencesIntroduction > VersionsAvailable Now > PEFF (Enterprise Fundamentals)Available Now > PEFF (Enterprise Fundamentals) > Why Use It?Available Now > POET (Enterprise Transformation)Available Now > POET (Enterprise Transformation) > OverviewAvailable Now > POET (Enterprise Transformation) > Why Use It?Available Now > POET (Enterprise Transformation) > Why Use It? > Operating ModelAvailable Now > PEAF (Enterprise Architecture)Available Now > PEAF (Enterprise Architecture) > OverviewAvailable Now > PEAF (Enterprise Architecture) > Why Use It?Available Now > PEAF (Enterprise Architecture) > Why Use It? > Logical ModelAvailable Now > PTMC (Transformation Maturity)Available Now > PTMC (Transformation Maturity) > OverviewComing Soon > POED (Direction)Coming Soon > POED (Direction) > OverviewComing Soon > POEO (Operation)Coming Soon > POEO (Operation) > OverviewComing Soon > POES (Support)Coming Soon > POES (Support) > OverviewComing Soon > PEEF (Enterprise Engineering)Coming Soon > PEEF (Enterprise Engineering) > OverviewComparisons > TOGAF & ZachmanComparisons > TOGAF & Zachman > MisunderstandingComparisons > TOGAF & Zachman > CriteriaComparisons > TOGAF & Zachman > Raw ScoresComparisons > TOGAF & Zachman > OverallComparisons > TOGAF & Zachman > Example Weightings #1Comparisons > TOGAF & Zachman > Example Weightings #2Comparisons > TOGAF > Now What?Comparisons > TOGAF > Content vs BenefitsComparisons > TOGAF > OverallComparisons > TOGAF > ADMComparisons > TOGAF > Other FrameworksComparisons > TOGAF > Other DetailComparisons > TOGAF > Guidance vs DetailComparisons > TOGAF > TrendsComparisons > Zachman > Basic MessageComparisons > Zachman > Missing Perspective and ModelComparisons > Zachman > OverallComparisons > Zachman > Architect/EngineerComparisons > Zachman > Why/HowComparisons > Zachman > How/When/What/Where/WhoComparisons > Zachman > Perspectives and ModelsAdoption > OverviewAdoption > MappingPEFFLanguageBasics > I Didn’t Mean What You Heard!Basics > W hat is a System?Basics > What is an Enterprise?Basics > What is Transformation?Basics > What is a FrameworkBasics > Theory or PracticePragmatic > EffectivenessPragmatic > EfficiencyPragmatic > Quality TimePragmatic > FundamentalsPragmatic > ThinkingPragmatic > EmpowermentP