The Pragmatic Operating model for Enterprise Transformation

2

v1.3a – April 2017 PragmaticE N T E R P R I S E A R C H I T E C T U R E P F

Connecting the DOTS Part of the Pragmatic Family of Frameworks Context Context

Context

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Context is King™ Context is KingTM

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Context is King™ > Types Purpose Why

Applies Context to System Structural Who, What, Where

Limitations Constraints

Transformational How, When

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Why Use POET > Sage Words “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” - Jack Welch

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” - Charles Darwin

“We cannot solve our problems with the same thinking we used when we created them.” - Albert Einstein

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Why Use POET > Enterprise Viability

(pre 20th Century) (20th Century) (Now!) The era of The era of The era of the Transformation of the Transformation of Operations Operations Transformation Importance

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Why Use POET > Basic Premise How an Enterprise effects Transformation has become a Strategic Strength where massive business opportunities can be gained,

or a Strategic Weakness where massive business problems will result.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Why Use POET > WE Deming When people and organizations focus primarily on the quality of their Transformation efforts, quality tends to rise, and costs fall.

When people and organizations focus primarily on the costs of their Transformation efforts, costs tend to rise, and quality falls.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Why Use POET > The Transformation of Transformation

Transformation Operation

Support

Direction

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context How POET Helps > Fundamental

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, Culture and Environment) to enable informed decision making about what to change and how.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context How POET Helps > An Operating Model for Transformation An Operating Model for Transformation.

Think Strategically. Act Tactically.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context How POET Helps > Toolkit Implement Operate

Rollout ET Framework Changes Strategising Roadmapping Initiation

Model Culture Governance Elaboration

Ontology Communication Construction Develop ET Framework Meta-model Enterprise Debt™ Changes Culture Transitioning Tools

Governance Prepare & Lobbying

Mitigate the ET Plan ET Understand ET Select ET ET – Why Should I Evaluate, Risks Framework Rollout Framework Framework Care? Analyse, Modify Start Foundation Maturity Vision Motivation Actions Guidance Assessment Measures Risks

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Where POET and PEAF Fit > Theory & Complexity

Way too Theoretical Way too Theoretical Way too Complex Way too Simple

® Contextual Zachman Overly Theoretical Overly Theoretical Overly Complex Overly Simple Theoretical

The Zone. Conceptual Good balance between Theory & Detail and between Simplicity & Complexity.

“The 80/20 rule” “Work smart not hard” Logical

Overly Detailed Overly Detailed Overly Complex Overly Simple Detailed Physical

Way too Detailed Way too Detailed Way too Complex Way too Simple

Complex Simple

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Where POET and PEAF Fit > Zachman, TOGAF, ITIL, COBIT, PEAF

Enterprise Transformation Ontology Enterprise Architecture Framework Enterprise Structural Ontology e.g. . e.g. . e.g. Zachman ®. The Enterprise Context Governance Enterpri se Contextual Enterprise Context Context Context Lobbying Models Strategising Direction The Enterprise Governance Conceptual Contextual Evaluate, Lobbying Direct, Monitor Service Roadmapping Align, strategy Governance Plan, A. H. Monitor, Organise Logical Conceptual Architecture Architecture Evaluate, Vision Change Lobbying Managem’t Assess B. C. D. BusinessInformationTechnology Initiating ArchitectureSystemsArchitecture Target Architecture Governance E. Monitor, Service Physical Logical Opportunities Evaluate, & Solutions design Lobbying Assess

Current F.

Migration G. Elaborating Planning Governance Implement’n Governance Monitor, Implement Operational Physical Evaluate, Lobbying Assess Acquire , Transformation Constructing

Governance Build , Monitor, Service Physical Stuff Operational Evaluate, Assess transition Lobbying Deploye r Perspect ive Transitioning Business Service Governance Deployers) Monitor, Physical Stuff Evaluate, Lobbying Assess Deliver Service Service & Using Support operation

Engineering Framework EITA/EISA Framework IT Governance/M’gmt Framework ITSM Framework Operation e.g. . e.g. . e.g. . e.g. .

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Where POET and PEAF Fit > PEAF and the TOGAF ADM

Preliminary “PEAF is

A. Architecture Vision H. B. Architecture Business an EA Change Architecture Management

C. G. Requirements Information bootstrap” Implementation Systems Governance Management Architectures

- Chris Forde F. D. General Manager Asia Pacific & VP Enterprise Architecture Migration Technology Planning Architecture The Open Group E. Opportunities and Solutions

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Where POET and PEAF Fit > Level of Guidance / Detail

Zachman

Enterprise Context Strategising Direction

Contextual Roadmapping Enterprise

Conceptual Architecture Model Initiating

Logical Elaborating

Physical Enterprise Transformation Constructing

Operational Enngineering Model Transitioning

Physical Stuff Using

Low High Level of Guidance/Detail Provided Operation

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Basic Message If you want to transform a complex Enterprise in a volatile environment...

You have to: · Model (not draw) the Enterprise. · Persist Models as Primitives.

You should also: · Use Ontologies appropriately. · Use Architecture & Engineering appropriately.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Missing Perspective and Model

Plate A Plate B Plate C Plate D

Enterprise

Input Input Context ? Context Models

Output Output Output

Input Input Input

Output Output Output

Input Input Input

Output Output Output

Input Input Input

Output Output Output

Input Input Input

Output Output Output

Input Input Deployer Input Perspective

Output Output Business Service Output ? Deployers)

Input Input

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Mapping to POET > Overall

® Zachman ® ® Zachman ® ® Zachman Zachman Zachman Context Methods Artefacts Culture Environ Adoption

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Mapping to POET > Architect/Engineer

Transformational WHY Contextual Contextual WHY Structural Guidance Architect Engineer

Conceptual Key Conceptual Motivation Actions Guidance Measures Assessment Actions Methods Artefacts Culture Environ

Motivation Methods Why are we How will we What will How will we Why are we How should What things are What culture is What things Logical Culture Logical doing the effect the guide the measure the doing the work be carried consumed and required? should be used? Measures transformation? transformation? transformation? progress of transformation Assessment Artefacts Environ out? produced?

Physical TM Physical transformation? in this way? MAGMA MACETM HOW Operational HOW Conceptual Conceptual Conceptual Customers, Conceptual Customers, ConceptualCustomers, Customers, Suppliers, Suppliers, Suppliers, Suppliers, Enterprise Regulators Regulators Regulators Regulators Logical Logical LogicalLogical Logical Context Methods Artefacs Physical Culture Environment Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Business e.g. Ends (Vision, e.g. Means (Mission, Policies, Rules, e.g. KPI’s, CSF’s e.g. SWOT Logical Logical Logical Logical Logical Logical Goals, Objectives) Strategies, Tactics) Directives Strategising Physical

Physical Physical Physical Physical Physical e.g. Ethics, e.g. Countries, Contextual e.g. Business Industries, Logical Functions Logical e.g. Oil Rigs, LogicalLogical Logical Technologies Structural Aircraft, Bank Semantics Transactions...Physical Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Effectiveness, e.g. Roadmaps, Efficiency, Agility, e.g. Detailed e.g Principles e.g. Metrics Durabilty, Cost, Risk, Logical Logical Logical Logical Logical Logical Objectives Project Portfolio Quality, Flexibility, Roadmapping Physical Shearing Layers

Physical Physical Physical Physical Physical e.g. Regions, Conceptual e.g. Business e.g. Values, Trust, Locations, Technical Logical Logical Logical Capabilities... e.g. Oil Rigs, LogicalSkills, Semantics Logical Structural Aircraft, Bank Capabilities Transactions...Physical Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Initiation Plan, e.g. Requirements Estimate to e.g. Policies e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Logical Complete... Initiating Physical Physical Physical Physical Physical Physical e.g. Buildings, Logical e.g. Practices, e.g. Roles, Semantics Logical Logical Logical Processes L0... e.g. Oil Rigs, Logical Logical Technical Services Structural Aircraft, Bank Transactions...Physical Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Elaboration e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Logical Elaborating Complete... Physical e.g. Employees, e.g. Rooms, Racks, Physical e.g. Processes L1... Applications, Logical Logical Logical e.g. Oil Rigs, Logical Semantics Logical Structural Aircraft, Bank Databases Transactions...Physical Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Construction e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Logical Constructing Complete... Physical Physical Physical Physical Physical Physical Operational e.g. Activities, e.g. Employees, e.g. Desks, Slots, IP Logical Logical Logical Processes L2, e.g. Oil Rigs, Logical Semantics Logical Addresses Deploye Structural Aircraft, Bank Transactions...Physical Physical Physical Physical r Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Business Perspec e.g. Requirements e.g. Transition Plan. Policies, Rules, e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Logical Directives Transitioning tive Physical Business Physical Physical Physical Physical Physical Service 1) People... 2) ...at locations… Deployers) Physical 3) ...doing things.. 4) ...with things… 5) ...using things... World 6) ...at locations. Using

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Mapping to POET > Why/How

Transformational WHY Contextual Guidance Why How

Conceptual Key Motivation Actions Guidance Measures Assessment Actions

Motivation Methods Why are we How will we What will How will we Why are we Logical Culture doing the effect the guide the measure the doing the Measures transformation? transformation? transformation? progress of transformation Assessment Artefacts Environ

Physical TM transformation? in this way? MAGMA MACETM HOW Operational

Governance Enterprise

Lobbying Context

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Business e.g. Ends (Vision, e.g. Means (Mission, Policies, Rules, e.g. KPI’s, CSF’s e.g. SWOT Logical Logical Goals, Objectives) Logical Strategies, Tactics) Directives Logical Logical Strategising WHY Physical Physical Physical Physical Physical GovernanceHOW Contextual Structural WHY Lobbying

Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Effectiveness, HOW Efficiency, Agility, e.g. Detailed e.g. Roadmaps, e.g Principles e.g. Metrics Durabilty, Cost, Risk, Logical Objectives Logical Project Portfolio Logical Logical Logical Quality, Flexibility, Roadmapping Shearing Layers WHY Physical Physical Physical Physical Physical GovernanceHOW Conceptual Structural WHY Lobbying

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Initiation Plan, e.g. Requirements Estimate to e.g. Policies e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Complete... Logical Logical Logical Initiating WHY Physical Physical Physical Physical Physical GovernanceHOW Logical Structural WHY Lobbying HOW Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Elaboration e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Elaborating Complete... WHY Physical Physical Physical Physical Physical GovernanceHOW Physical Structural WHY Lobbying

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Construction e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Constructing Complete... WHY Physical Physical Physical Physical Physical GovernanceHOW Operational Structural WHY Lobbying Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Business e.g. Requirements e.g. Transition Plan. Policies, Rules, e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Directives Logical Logical Transitioning WHY Physical Physical Physical Physical Physical GovernanceHOW Physical World WHY Lobbying Using

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Mapping to POET > How/When/What/Where/Who

Contextual WHY Structural

Conceptual Methods Artefacts Culture Environ Structure Methods

Key How should What things are What culture is What things Culture Logical work be carried consumed and required? should be used?

Artefacts Environ out? produced? Physical MACETM Operational HOW Conceptual Conceptual Conceptual Customers, Customers, Conceptual Customers, Customers, Suppliers, Suppliers, Suppliers, Suppliers, Enterprise Regulators Regulators Regulators Regulators Logical Logical Context Logical Logical Methods Artefacs Culture Environment Physical Physical Physical HOW Physical

WHY Conceptual e.g. Business e.g. Ethics, Contextual Industries, e.g. Countries, Logical Functions Logical e.g. Oil Rigs, Logical Logical Technologies Structural Aircraft, Bank Semantics Transactions... HOW Physical Physical Physical Physical Enterprise WHY Conceptual Conceptual e.g. Business e.g. Values, Trust, e.g. Regions, Conceptual Locations, Technical Logical Logical e.g. Oil Rigs, Logical Logical

Architecture Model Capabilities... Skills, Semantics Structural Aircraft, Bank Capabilities Transactions... Physical Physical GovernanceHOW Physical Physical

Lobbying WHY Conceptual Conceptual e.g. Practices, Logical e.g. Roles, Semantics e.g. Buildings, Logical Logical Processes L0... Logical e.g. Oil Rigs, Logical Technical Services Structural Aircraft, Bank Transactions... Physical HOW Physical Physical Physical

WHY Conceptual Conceptual e.g. Employees, e.g. Rooms, Racks, Physical e.g. Processes L1... Applications, Logical Logical e.g. Oil Rigs, Logical Semantics Logical Structural Aircraft, Bank Databases

Enterprise Transactions... Physical Physical HOW Physical Physical Enngineering Model WHY Conceptual Conceptual Operational e.g. Activities, e.g. Employees, e.g. Desks, Slots, IP Logical Logical Processes L2, Logical e.g. Oil Rigs, Semantics Logical Addresses Deploye Structural Aircraft, Bank Transactions...

r Physical Physical Physical Physical Perspec HOW tive Business WHY Service 1) People... 2) ...at locations… Deployers) Physical 3) ...doing things.. 4) ...with things… 5) ...using things... World 6) ...at locations. HOW

WHY Enterprise Context

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Context Zachman > Mapping to POET > Perspectives and Models

EnterpriseEnterprise Enterprise Context TransformationalContext (The Market & (The Market & WiderContext context) Wider context) Governance WHY Lobbying Execute

Structural HOW Structural Transformational Direction Current Strategising Target

Governance

Lobbying Execute

Structural Structural Enterprise WHY HOW Transformational Current RoadmappingWHY Target Architecture Model Governance

Lobbying Execute Structural Structural WHY HOW Transformational Current Initiating Target

Governance

Lobbying Execute

Structural WHY HOW Structural Transformational Current Elaborating Target

Governance Enterprise

Lobbying Execute Enngineering Model Structural WHY HOW Structural Transformation Transformational Current Constructing Target

Governance

Lobbying Execute Deployer Physical Perspective Physical WHY World TransitioningBusiness Service World Current Deployers) Target Governance HOW Lobbying Physical World Using Operational

Enterprise EnterpriseContext (The Market & Operation WiderContext context)

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Methods

Methods

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases

EnterpriseStrategising Context Contextual Using Roadmapping

Physical Conceptual Stuff Governance & Lobbying Transitioning Initiating

Operational Logical Constructing Elaborating Physical

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Basics

Lobbying Governance Direction Strategising Enterprise Architecting Lobbying Roadmapping Governance

Lobbying Initiating Governance

Lobbying Governance Elaborating Enterprise Engineering

Transformation Lobbying Constructing Governance

Lobbying Transitioning Governance

Lobbying Using Operation

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Strategising Enterprise Context Strategising Strategising

Contextual Roadmapping Sometimes called Business Conceptual Strategy or Enterprise Initiating Strategy Logical Elaborating Physical e.g. Mission, Vision, Constructing Strategies, Tactics, Goals Operational Transitioning and Objectives

Physical Stuff

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Roadmapping Enterprise Context Roadmapping Strategising

Contextual Roadmapping Sometimes called Annual Conceptual Business Planning or Initiating Transition Planning Logical Elaborating Physical Creates a portfolio of Constructing projects and roadmaps to be Operational Transitioning initiated over the coming Physical Stuff year(s)

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Project Execution Enterprise Context Project Execution Strategising

Contextual Roadmapping All the work that happens Conceptual when the project portfolio Initiating executes which finally Logical Elaborating results in the deployment of Physical changes to the Methods, Constructing Artefacts, Culture and Operational Transitioning Environment of the Physical Stuff Enterprise.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Governance & Lobbying

Governance Enterprise Context Lobbying Strategising Governance Governance & Lobbying Contextual Lobbying Roadmapping Governance Conceptual The work that happens Lobbying Initiating Governance between the phases, Logical Lobbying ensuring compliance looking Elaborating Governance down (Governance) and Physical Lobbying Constructing raising issues and problems Governance Operational looking up (Lobbying) Lobbying Transitioning Governance Physical Stuff Lobbying

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Models

Enterprise Context Transformational Governance WHY Transformational Transformational Lobbying Execute Motivation Measures Structural HOW StructuralStructural TransformationalTransformational Direction Direction Strategising Current TargetTarget State TransformationalActionsTransformational Governance Assessment Guidance Enterprise Lobbying Execute Transformational Transformational Enterprise Requirements Iterate

Management Modelling

Iterate Motivation Measures Structural Structural Analysis& Design Iterate Transformational & Lobbying Architecture Model Structural Governance Structural Structural Architecture Model WHY Options / Solution Current State HOW Target State Transformational RoadmappingIterate Current Modelling Target TransformationalActionsTransformational Discovery Governance Assessment Guidance

Lobbying Execute Structural Structural Structural Current State WHY HOW Transformational Current Initiating Target Governance

Lobbying Execute

Structural WHY HOW Structural Transformational Current Elaborating Target Governance Enterprise Enterprise

Lobbying Execute Engineering Model Engineering Model Structural WHY HOW Structural

Transformation HOW Transformation Transformational Current Constructing Target Governance

Lobbying Execute Physical Physical World WHY Transitioning HOW World Current Target Governance

Lobbying Physical World WHY Using Operational

Enterprise Operation Operation Context

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Overview > Phases > Example Roles and RACI Patterns

Guidance

Actions Direction Methods Motivation Transfor- mation Culture

Measures Board / Enterprise Solution Business Technical Application Developers Testers Configurat’n Installers Users Assessment Operation Support Artefacts Environ Exec Team Architects Architects Analysts ‘Architects’ Architects Managers TM TM DOTS TM MACE MAGMA A Pattern Enterprise Context Responsible Board / Enterprise Solution Users Strategising Exec Team Architects Architects Direction Contextual Contextual R C I C Accountable Structural Transformational

Roadmapping Board / Enterprise Solution Business Technical Application Users Exec Team Architects Architects Analysts ‘Architects’ Architects Conceptual Conceptual A R C I I I C Structural Transformational

Initiating Board / Enterprise Solution Business Technical Application Developers Testers Users Exec Team Architects Architects Analysts ‘Architects’ Architects Logical Logical I A R C C C I I C Structural Transformational

Enterprise Solution Business Technical Application Developers Testers Configurat’n Installers Users Elaborating Architects Architects Analysts ‘Architects’ Architects Managers Physical Physical I A R R R C C I I C Structural Transformational C & I Pattern

Transformation Constructing Enterprise Solution Business Technical Application Developers Testers Configurat’n Installers Users Architects Architects Analysts ‘Architects’ Architects Managers Informed Operational Operational I I A A A R R C C C Structural Transformational Consulted Transitioning Enterprise Solution Business Technical Application Developers Testers Configurat’n Installers Users Architects Architects Analysts ‘Architects’ Architects Managers I I I I I A A R R C Responsible Physical World

Using Users Consulted R Enterprise Context Informed Operation

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Transformation Synchronisation

www.youtube.com/watch?v=4ti3d3ls5Zg

www.youtube.com/watch?v=JWToUATLGzs

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > yin & yang

Governance [Lobbying Risk Management

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Technical Debt “Do I write a cheap and nasty solution in order to move forward now? Or do I take more time to solve the problem properly and risk delivering less business value in the short term but possibly better business value in the long term?”

- Ward Cunningham

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Technical Debt vs Enterprise Debt

Guidance Methods Artefacts Culture Environ What guides us as Transform How should work be What things are What culture is What things should be carried out? consumed and produced? required? used? Strategising

Roadmapping

Initiating

Elaborating

App Data Constructing Think Technol Platform long ogy term Transitioning

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Enterprise Debt™ > Overview

Resolved Non- The Compliance The Perfect Real World World Requirements Guidance Guidance Requirements Requirements Guidance Requirements Guidance Requirements Guidance Guidance Guidance Requirements Requirements Required Resources Assigned Resources Required Resources Assigned Resources

Resolved The Cost of Compliance Remedial Pragmatic work

World surfaces as reduces

surfaces Requirements Requirements Guidance Guidance as TM Assigned Resources increases Enterprise Debt or Increased Cost to Support

Resolved Cost of

Requirements Guidance Remediation Cost of Non- + Compliance $ Pays Required Resources Interest on surfaces as Transformation increases TM Debt Increased work to Requirements Requirements Guidance Guidance change Assigned Resources

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Enterprise Debt™ > Investment When Hidden

$40,000,000 Transformation Costs (ED Hidden) Transformation Costs (ED Managed) Enterprise Debt (ED Hidden) Enterprise Debt (ED Managed) Transformation Costs Saved (Excluding ED) Transformation Costs Saved (Including ED) $30,000,000

$20,000,000

$10,000,000

$0

$10,000,000 Cumalative AmountCumalative of.

$20,000,000 Transformation Costs, Enterprise Transformation Debt and Savings $30,000,000 Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Enterprise Debt™ > Investment When Managed

$40,000,000 Transformation Costs (ED Hidden) Transformation Costs (ED Managed) Enterprise Debt (ED Hidden) Enterprise Debt (ED Managed) Transformation Costs Saved (Excluding ED) Transformation Costs Saved (Including ED) $30,000,000

$20,000,000

$10,000,000

$0

$10,000,000 Cumalative AmountCumalative of.

$20,000,000 Transformation Costs, Enterprise Transformation Debt and Savings $30,000,000 Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Enterprise Debt™ > Investment Comparison

$40,000,000 Transformation Costs (ED Hidden) Transformation Costs (ED Managed) Enterprise Debt (ED Hidden) Enterprise Debt (ED Managed) Transformation Costs Saved (Excluding ED) Transformation Costs Saved (Including ED) $30,000,000

$20,000,000

$10,000,000

$0

$10,000,000 Cumalative AmountCumalative of.

$20,000,000 Transformation Costs, Enterprise Transformation Debt and Savings $30,000,000 Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Governance & Lobbying > Enterprise Debt™ > Investment Results

Enterprise Debt™ - Enterprise Debt™ - Hidden Managed

Total Spent on £28M £20M Transformation

Current level of £20M £10M Enterprise Debt™

TOTAL £48M £30M

£18M Amount Which equates to a 38% saving on your Saved Enterprise Transformation Bill

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Overview

Direction Transformation

Strategising Roadmapping Initiating Elaborating Constructing Transitioning Disciplines

Project Planning Project Managing Setup Environment Change Management Configurat’n Managm't

Modelling Discovery Requirements Management Analysis & Design Governance & Lobbying Implementing Testing Deploying

Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration 1 n 1 2 n 1 n 1 n 1 2 n 1 n

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Overview > Phase

Structural Transformational Target

Governance

Execute Lobbying Requirements

Management Modelling

Structural Analysis & Lobbying Structural

Design & Governance Transformational Current Roadmapping Target Modelling Discovery Governance

Lobbying Structural Current Key

Created in this Created in Phase Another Phase

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Overview > Artefacts

Key Structural Transformational Transformational Transformational Transformational Transformational Structural Used by Used from Current State Motivation Measures Assessment Guidance Actions Target State the Phase Phase Above Above Requirements Management Governance & Lobbying Conceptual Conceptual

Iterate Iterate Iterate Logical Analyse Logical Refine Assess Physical Physical Iterate Governance

Iterate Iterate Analysis & Design (Options/Solution) Modelling Iterate Conceptual Conceptual Lobbying Iterate Iterate Iterate Logical Analyse Logical DesignStrategisingAssess Physical Physical Modelling

Iterate Discovery Iterate Conceptual Conceptual

Iterate Iterate Logical Discover Analyse Logical Refine Physical Physical

Key Key Used from Used by Created in this Created in Phase the Phase Structural Transformational Transformational Transformational Transformational Transformational Structural Phase Another Phase Below Below Current State Motivation Measures Assessment Guidance Actions Target State

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Overview > Orchestration

Confirm Motivation/Constraints Refine Motivation Design Solution Options

Requirements Iterate Governance Requirements Iterate Governance Analysis & Iterate Governance Management & Lobbying Management & Lobbying Design & Lobbying

Transformational Transformational Structural Transformational Structural Transformational Structural Transformational Transformational StructuralStructuralTarget State ActionsActions Target State Actions TargetTarget State State Transformational Structural Motivation ActionsActions Target State Motivation Target State

Modelling

Discover Current State Design Solution

Analysis & Iterate Governance Discovery Design & Lobbying

Phase Begin Structural Structural Transformational Structural Current State Current State Actions Target State Phase End

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Requirements Management Requirements Management

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State Conceptual Conceptual

Iterate Iterate Analyse Logical Logical Refine Assess Physical Physical

Iterate

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Discovery

Analysis & Design (Options/Solution)

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

Iterate Conceptual Conceptual

Iterate Iterate Analyse Logical Logical Design Assess Physical Physical

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Analysis & Design Discovery

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

Iterate Conceptual Conceptual

Iterate Iterate Discover Analyse Logical Logical Refine Physical Physical

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Governance & Lobbying Governance & Lobbying

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

Governance Iterate Lobbying

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Methods Disciplines > Modelling Modelling

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

Iterate Determine Determine Populate Integrate Answer the Required the the the Question Data Model Data Question

Scoping Discovery Access Analysis Cleansing Loading

Structural Transformational Transformational Transformational Transformational Transformational Structural Current State Motivation Measures Assessment Guidance Actions Target State

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Artefacts

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EnterpriseStrategising Context Contextual Using Roadmapping

Physical Conceptual Stuff Governance & Lobbying Transitioning Initiating

Operational Logical Constructing Elaborating Physical

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Structural Methods Artefacts Culture Environ

How should What things are What culture is What things work be carried consumed and required? should be used? out? produced?

e.g. e.g. e.g. e.g. Methods Business Ontologies, People, Values, Locations, Culture Functions, Metamodels, Ethics & Trust, Technologies, Practices, Product Language... Frameworks... Processes Descriptions, Artefacts Environ

Activities, Products... TM Phases, MACE Disciplines...

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Domain Context

Domain Context MethodsDomain Context Domain Context Domain Context Artefacts

Culture Environment

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Transformational Motivation Actions Guidance Measures Assessment

Why are we How will we What will How will we Why are we doing the effect the guide the measure the doing the transformation? transformation? transformation? progress of transformation Guidance transformation? in this way? Actions e.g. e.g. e.g. e.g. e.g. Motivation Ends, Means, Principles, CSF’s, Strengths, Aims, Strategies, Policies, KPI’s, Weaknesses,

Objectives, Tactics, Standards, Metrics... Opportunities, Measures Requirements... Roadmaps, Rules, Threats, Assessment Portfolio's, Laws... Pro’s, Cons, TM Plans... Issues, Risks... MAGMA

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Assess- Measures Motivation ment

Guidance

Actions

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STRUCTURE Actor, Department, Enterprise Area, Entity, Group, Lane, Location, Office, Organisation Unit, Pool,AVOLUTION Role, StakeholderPEAFv, Action2 , ActivityTOGAF, Block9 , BusinessARCHIMATE Area, BusinessDoDAF/ MoDAFLine/DAF, Composite Activity, Department, Location, Customers, Products, Actor, Location, Actor, Department, Role, Department, Group, Office, OrganisationData UnitProcess, Activities, Decision, Departments, End, EventOrganisation, Event Unit, Role,, FinalStakeholder State, Activity, Function, Activity, Gateway, Composite , Initial ContextualState, InteractionStakeholder, End Event, ,Intermediate Functions, Services Event, , EventLogical, Function ,Component Process, Event, Operational, Function, Activity Node, Operational, Physical Node, Component, Gateway, Process, Start Locations, Applications, Application Service, Interaction, Process, System, Gateway, EventProcess, Business Service, Result, ,Devices Start, Databases Event, , StateBusiness, Sub Service-Function, Application, Task Service, Transaction, Network, Transition. , UseConceptual Case, Information Service, Data Technologies Information Service, Business Service, ApplicationEntity, Database ,Service , Business ServiceTechnology, Component Service, Data , Information Service, Service, Service Domain, Service ApplicationType, Application, Technology Service, ArtifactEntity,, ProductColumn, , DataTechnology Entity Service, ,Data Object, Database, Logical Component, Desktop Application, Application Artifact, Object, Product, Logical EquipmentComponent, Hardware , Material, Object, PhysicalComponent, LogicalComponent/ Representation, Product, Value, , Representation, Table, Value, PlatformApplication, Logical/Virtual , Application ComponentVirtual Component, Application, Application Function Component, , Collaboration, Execution Component, Mobile Network Component/ Collaboration, System Physical SpecificationEquipment, Network , Logical Component,Element Package, Physical , PhysicalSoftware, CommunicationComponent , System, System Software, Component/Element, Component/Server. Path, Device, Network, CommunicationPhysical Component/ Path, Desktop Equipment, Device, GatewayNode. , Hardware Platform, Logical/Virtual ComponentServer. , Mobile Equipment, Network, Network Component/Element, Node, OperationalPhysical Component/Server, Service Area, Service Category, Service Standard, Software Platform.

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AssessmentAVOLUTION , AssumptionPEAFv2 , ConcernTOGAF9 , ConstraintARCHIMATE , DriverDoDAF/MoDAF/DAF, End, FacilityBMM , Assessment, End, Goal, Driver, End, Goal, Driver, Goal, Measure, Assessment, Concern, Facility, Mission. Driver, End, Goal, MeaningGoal, Mission, , InfluenceInfluence, Meaning, , MeaningObjective, Principle, Measure, Goal, Meaning, Measurement, Principle, , MissionInfluence, Meaning, , Objective, Strategy, Tactic, Mission, Objective, Requirement. Requirement, Viewpoint. Measure, Mission, Viewpoint, Vision. Principle, Rule, Strategy, Objective, Principle, Rule, Objective, ProblemTactic, Vision,. Principle, Rationale, Requirement, Rule,Strategy Strategy, Tactic, Vision. , Tactic, Test Case, Viewpoint, Vision.

STRUCTURE Actor, Department, Enterprise Area, Entity, Group, Lane, Location, Office, Organisation Unit, Pool,AVOLUTION Role, StakeholderPEAFv, Action2 , ActivityTOGAF, Block9 , BusinessARCHIMATE Area, BusinessDoDAF/ MoDAFLine/DAF, Composite Activity, Department, Location, Customers, Products, Actor, Location, Actor, Department, Role, Department, Group, Office, OrganisationData UnitProcess, Activities, Decision, Departments, End, EventOrganisation, Event Unit, Role,, FinalStakeholder State, Activity, Function, Activity, Gateway, Composite , Initial ContextualState, InteractionStakeholder, End Event, Intermediate, Functions, Services Event, , EventLogical, Function Component, Process, Event, Operational, Function, Activity Node, Operational, Physical Node, Component, Gateway, Process, Start Locations, Applications, Application Service, Interaction, Process, System, Gateway, EventProcess, Business Service, Result, ,Devices Start, Databases Event, , StateBusiness, Sub Service-Function, Application, Task Service, Transaction, Network, Transition. , UseConceptual Case, Information Service, Data Technologies Information Service, Business Service, ApplicationEntity, Database ,Service , Business ServiceTechnology, Component Service, Data , Information Service, Service, Service Domain, Service ApplicationType, Application, Technology Service, ArtifactEntity,, ProductColumn, , DataTechnology Entity Service, ,Data Object, Database, Logical Component, Desktop Application, Application Artifact, Object, Product, Logical EquipmentComponent, Hardware , Material, Object, PhysicalComponent, LogicalComponent/ Representation, Product, Value, , Representation, Table, Value, PlatformApplication, Logical/Virtual , Application ComponentVirtual Component, Application, Application Function Component, , Collaboration, Execution Component, Mobile Network Component/ Collaboration, System Physical SpecificationEquipment, Network , Logical Component,Element Package, Physical , PhysicalSoftware, CommunicationComponent , System, System Software, Component/Element, Component/Server. Path, Device, Network, CommunicationPhysical Component/ Path, Desktop Equipment, Device, GatewayNode. , Hardware Platform, Logical/Virtual ComponentServer. , Mobile Equipment, Network, Network Component/Element, Node, OperationalPhysical Component/Server, Service Area, Service Category, Service Standard, Software Platform.

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STRATEGY EBMM

AssessmentAVOLUTION , AssumptionPEAFv2 , ConcernTOGAF9 , ConstraintARCHIMATE , DriverDoDAF/MoDAF/DAF, End, FacilityBMM , Assessment, End, Goal, Driver, End, Goal, Driver, Goal, Measure, Assessment, Concern, Facility, Mission. Driver, End, Goal, Business, Directive, MeaningGoal, Mission, , InfluenceInfluence, Meaning, , MeaningObjective, Principle, Measure, Goal, Meaning, Measurement, Principle, , MissionInfluence, Meaning, , Assessment, Business Objective, Strategy, Tactic, Mission, Objective, Requirement. Requirement, Viewpoint. Measure, Mission, Model, Influencer, Viewpoint, Vision. Principle, Rule, Strategy, Objective, Principle, Rule, Objective, ProblemTactic, Vision,. Principle, Rationale, Requirement, Rule,Strategy Strategy, Tactic, Vision. , Driver. Tactic, Test Case, Viewpoint, Vision.

EXECUTION

AVOLUTION PEAFv2 TOGAF9 ARCHIMATE DoDAF/MoDAF/DAF PRINCE2

Benefits Review Plan, Business Case, Checkpoint Report, Communication Plan, Programme, Project, Project Activity, ProjectManagement Strategy, Configuration Item Record, Configuration Management Programme, Project Portfolio, Programmes, Work Package Programme, Project, Plan Strategy, Daily Log, End Project Report, End Stage Report, Exception Report, Initiative. Highlight Report, Issue Register, Issue Report, Lessons Log, Lessons Report, Plan - Project, Stage and Team, Product Description, Product Status Account, Project Projects, Initiatives Project Activity, Project Brief, Project Initiation Document, Project Product Description, Quality Management Strategy, Quality Register, Risk Management Strategy, Risk Register, Result, Work PackageProject Result. . Work Package.

STRUCTURE Actor, Department, Enterprise Area, Entity, Group, Lane, Location, Office, Organisation Unit, Pool,AVOLUTION Role, StakeholderPEAFv, Action2 , ActivityTOGAF, Block9 , BusinessARCHIMATE Area, BusinessDoDAF/ MoDAFLine/DAF, Composite Activity, Department, Location, Customers, Products, Actor, Location, Actor, Department, Role, Department, Group, Office, OrganisationData UnitProcess, Activities, Decision, Departments, End, EventOrganisation, Event Unit, Role,, FinalStakeholder State, Activity, Function, Activity, Gateway, Composite , Initial ContextualState, InteractionStakeholder, End Event, ,Intermediate Functions, Services Event, , EventLogical, Function ,Component Process, Event, Operational, Function, Activity Node, Operational, Physical Node, Component, Gateway, Process, Start Locations, Applications, Application Service, Interaction, Process, System, Gateway, EventProcess, Business Service, Result, ,Devices Start, Databases Event, , StateBusiness, Sub Service-Function, Application, Task Service, Transaction, Network, Transition. , UseConceptual Case, Business Unit, Information Service, Data Technologies Information Service, Business Service, ApplicationEntity, Database ,Service , Business ServiceTechnology, Component Service, Data , Information Service, Service, Service Domain, Service Business Process, ApplicationType, Application, Technology Service, ArtifactEntity,, ProductColumn, , DataTechnology Entity Service, ,Data Object, Database, Logical Business Capability, Component, Desktop Application, Application Artifact, Object, Product, Logical Data Object, EquipmentComponent, Hardware , Material, Object, PhysicalComponent, LogicalComponent/ Representation, Product, Value, , Representation, Table, Value, Application. PlatformApplication, Logical/Virtual , Application ComponentVirtual Component, Application, Application Function Component, , Collaboration, Execution Component, Mobile Network Component/ Collaboration, System Physical SpecificationEquipment, Network , Logical Component,Element Package, Physical , PhysicalSoftware, CommunicationComponent , System, System Software, Component/Element, Component/Server. Path, Device, Network, CommunicationPhysical Component/ Path, Desktop Equipment, Device, GatewayNode. , Hardware Platform, Logical/Virtual ComponentServer. , Mobile Equipment, Network, Network Component/Element, Node, OperationalPhysical Component/Server, Service Area, Service Category, Service Standard, Software Platform.

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Structural Transformational STRUCTURE STRATEGY

Actor, Department, Enterprise Area, Entity, Assessment, Assumption, Group, Lane, Location, Office, Organisation Unit, Concern, Constraint, Driver, End, Pool, Role, Stakeholder, Action, Activity, Block, Business Area, Business Line, Composite Activity, Facility, Goal, Influence, Meaning, Data Process, Decision, End Event, Event, Final Measure, Measurement, Mission, State, Function, Gateway, Initial State, Interaction, Intermediate Event, Logical Objective, Problem, Principle, Component, Operational Node, Physical Contextual Component, Process, Result, Start Event, State, Rationale, Requirement, Rule, Sub-Function, Task, Transaction, Transition, Use Strategy, Tactic, Test Case, Case, Application Service, Business Service, Component, Information Service, Service Viewpoint, Vision. Domain, Service Type, Technology Service, Conceptual Artifact, Column, Data Entity, Data Object, Database, Logical Component, Material, Object, Physical Component, Product, Representation, Table, Value, Application, Application Logical Component, Application Function, Collaboration, EXECUTION Execution Specification, Logical Component, Package, Physical Component, System, System Software, Communication Path, Desktop Plan, Programme, Equipment, Device, Gateway, Hardware Platform, Physical Logical/Virtual Component, Mobile Equipment, Project, Project Activity, Network, Network Component/Element, Node, Physical Component/Server, Service Area, Service Project Result, Work Category, Service Standard, Software Platform. Operational Package.

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Guidance

Actions

Methods Motivation

Culture

Measures Artefacts Environ Assessment

TM TM MACE Structural Contextual Transformational MAGMA STRUCTURE TRANSFORMATION

Actor, Department, Enterprise Area, Entity, Conceptual Group, Lane, Location, Office, Organisation Unit, Pool, Role, Stakeholder, Action, Activity, Block, Assessment, Assumption, Business Area, Business Line, Composite Activity, Data Process, Decision, End Event, Event, Final Concern, Constraint, Driver, State, Function, Gateway, Initial State, End, Facility, Goal, Influence, Interaction, Intermediate Event, Logical Component, Operational Node, Physical Meaning, Measure, Component, Process, Result, Start Event, State, Sub-Function, Task, Transaction, Transition, Use Logical Measurement, Mission, Case, Application Service, Business Service, Component, Information Service, Service Objective, Problem, Domain, Service Type, Technology Service, Artifact, Column, Data Entity, Data Object, Principle, Rationale, Database, Logical Component, Material, Object, Physical Component, Product, Representation, Requirement, Rule, Strategy, Table, Value, Application, Application Component, Application Function, Collaboration, Physical Tactic, Test Case, Viewpoint, Execution Specification, Logical Component, Package, Physical Component, System, System Vision, Plan, Programme, Software, Communication Path, Desktop Equipment, Device, Gateway, Hardware Platform, Roadmap, Project, Project Logical/Virtual Component, Mobile Equipment, Network, Network Component/Element, Node, Activity, Project Result, Work Physical Component/Server, Service Area, Service Package. Category, Service Standard, Software Platform. Operational

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Guidance

Actions

Methods Motivation

Culture

Measures Artefacts Environ Assessment

TM MACETM MAGMA Structural Transformational Methods Artefacts Culture Environ A ctions G uidance M easures M otivation D ata D ata A ssessment P rocess L ocation T echnology T echnology A pplications A pplications O rganisation

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Guidance

Actions

Motivation Methods

Culture

Measures Assessment Artefacts Environ

TM MAGMA MACETM Transformational Structural Motivation Actions Guidance Measures Assessment Influencer External Assessment Ends Means Influencer Vision Mission Internal Desired SWOT Influencer Result Desired Courses of Result action Goal Potential Means Impact Goal Strategy Objective Directive Risk Objective Tactic Business Rule C ulture Potential Reward E nviron M ethods A rtefacts Business Policy

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Guidance

Actions

Methods Motivation

Culture

Measures Artefacts Environ Assessment

TM MACETM MAGMA Structural Transformational Methods Artefacts Culture Environ Motivation Actions Guidance Measures Assessment

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Enterprise Context Direction Contextual Enterprise Architecture Model Conceptual

Logical

Enterprise Physical Engineering Model Transformation

Operational

Physical World

Enterprise Context Operation

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Direction Transformation

Levels Strategising Roadmapping Initiating Elaborating Constructing Transitioning Enterprise Context

Contextual

Conceptual

Logical

Physical

Operational

Physical Stuff

Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration Iteration 1 n 1 2 n 1 n 1 n 1 2 n 1 n

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Guidance

Actions Methods Motivation Volatility Volume Impact Culture Enterprise Population

Measures Artefacts Environ Assessment MACETM Context MAGMATM Project to Annually 0.5% Gigantic populate Strategising Annually 1% Massive Project to

Direction populate Project to Contextual Bi-Annually 3% Huge populate Enterprise

Roadmapping Architecture Model Large Populated by individual projects Monthly 7% on an as needed basis Conceptual Transform - ational Initiating Populated by individual projects Weekly 30% Medium on an as needed basis Logical Elaborating

Physical Structural

Transformation Constructing Project to Operational Populate

Daily 53% Enterprise Engineering Model Small (using Transitioning automated tools) Physical World Using Enterprise

Operation Context

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Enterprise Context Methods

Culture Strategising Assessment

Direction Artefacts Environ

TM TM MAGMA Contextual MACE

Roadmapping

Why are we Conceptual Why are we doing it? doing it Initiating this way? Logical

Transformational Elaborating Structural Physical

Transformation Requirements Constructing Constraints

Operational

Transitioning

Physical World

Using Operation

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Strategising Roadmapping Initiating Elaborating Constructing Deploying World Logical Context Physical Physical Enterprise Enterprise Contextual Conceptual Operational

Conceptual

Enterprise Logical Governance Enterprise Context Context Physical Contextual

Operational Conceptual Governance Contextual Strategising Logical Contextual Physical Contextual

Operational Conceptual Governance Conceptual Lobbying Roadmapping Logical Conceptual Motivation Actions Physical Contextual Operational Conceptual Governance Logical Lobbying Initiating Logical Logical Ends Means Physical Contextual Operational Conceptual Vision Mission Governance Physical Lobbying Elaborating Logical Physical Desired Courses of Physical Contextual

Result action Operational Conceptual Governance Operational Goal Strategy Lobbying Constructing Logical Operational Physical Contextual

Objective Tactic Operational Conceptual

Physical Logical Physical World Lobbying Deploying World Physical

Strategising Roadmapping Initiating Elaborating Constructing Deploying World Logical Context Physical Physical Enterprise Enterprise Contextual Conceptual Operational

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Guidance Transformational WHY WHY Structural Actions Motivation Actions Guidance Measures Assessment Methods Artefacts Culture Environ Motivation Methods Why are we How will we What will How will we Why are we How should What things are What culture is What things doing the effect the guide the measure the doing the work be carried consumed and required? should be used? Culture transformation? transformation? transformation? progress of transformation out? produced? Measures transformation? in this way? Assessment Artefacts Environ

TM MAGMA HOW HOW MACETM Conceptual Conceptual Conceptual Governance Experiences Customers, Customers, Conceptual Customers, Processes, Suppliers, Suppliers, Suppliers, Enterprise Services Regulators Regulators Regulators Logical Logical Logical Context Logical Lobbying Methods Artefacs Culture Environment Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Ends (Vision, e.g. Means (Mission, e.g. Business Policies, Rules, e.g. KPI’s, CSF’s e.g. SWOT Logical Logical Goals, Objectives) Logical Strategies, Tactics) Logical Logical Directives Strategising WHY Direction Physical Physical Physical Physical Physical e.g. Business e.g. Ethics, Contextual Industries, e.g. Countries, Logical Logical Logical Functions e.g. Oil Rigs, Logical Structural Semantics Technologies Lobbying Aircraft, Bank WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Effectiveness, HOW e.g. Detailed e.g. Roadmaps, Efficiency, Agility, e.g Principles e.g. Metrics Durabilty, Cost, Risk, Logical Logical Objectives Logical Project Portfolio Logical Logical Quality, Flexibility, Roadmapping Enterprise Shearing Layers WHY Enterprise Physical Physical Physical Physical Physical e.g. Business e.g. Values, Trust, e.g. Regions, Architecture Model Conceptual Locations, Technical Logical Logical e.g. Oil Rigs, Logical Logical

Capabilities... Skills, Semantics Architecture Model Structural Capabilities Lobbying Lobbying Aircraft, Bank WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW Governance e.g. Initiation Plan, e.g. Requirements Estimate to e.g. Policies e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Complete... Logical Logical Logical Initiating WHY Lobbying Physical Physical Physical Physical Physical e.g. Practices, e.g. Buildings, Logical e.g. Roles, Semantics Logical Logical e.g. Oil Rigs, Logical Logical Structural Processes L0... Technical Services Lobbying Aircraft, Bank WHY Transactions... Physical HOW Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Elaboration e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Elaborating Complete... WHY e.g. Rooms, Racks, Physical e.g. Processes L1... e.g. Employees, Applications, Logical Logical e.g. Oil Rigs, Logical Logical Structural Semantics Databases Lobbying Aircraft, Bank Enterprise

WHY Transactions... Enterprise Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Construction e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Constructing Transformation Complete... Enngineering Model WHY Enngineering Model Physical Physical Physical Physical Physical

HOW Conceptual Conceptual Conceptual Conceptual Governance Specific> Operational e.g. Activities, e.g. Employees, e.g. Desks, Slots, IP

Logical Logical e.g. Oil Rigs, Logical Logical Structural Processes L2, Semantics Addresses Lobbying Aircraft, Bank WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Business e.g. Requirements e.g. Transition Plan. Policies, Rules, e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Directives Logical Logical Transitioning WHY Physical Physical Physical Physical Physical 1) People... 2) ...at locations… GovernanceHOW Physical 3) ...doing things.. 4) ...with things… 5) ...using things... Lobbying World WHY 6) ...at locations. HOW Using WHY Enterprise Context Operation

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Guidance Transformational WHY Enterprise Strategy WHY Structural Actions Motivation Actions Guidance Measures Assessment (Business & IT) Methods Artefacts Culture Environ Motivation Methods Why are we How will we What will How will we Why are we How should What things are What culture is What things doing the effect the guide the measure the doing the work be carried consumed and required? should be used? Culture transformation? transformation? transformation? progress of transformation out? produced? Measures transformation? in this way? Assessment Transformation Strategy Artefacts Environ

TM (Business & IT) TM MAGMA HOW HOW MACE Conceptual Conceptual Conceptual Governance Experiences Customers, Customers, Conceptual Customers, Processes, Suppliers, Suppliers, Suppliers, Enterprise Services Regulators Regulators Regulators Logical Logical Logical Context Enterprise ContextLogical Lobbying Methods Artefacs Culture Environment Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Ends (Vision, e.g. Means (Mission, e.g. Business Policies, Rules, e.g. KPI’s, CSF’s e.g. SWOT Logical Logical Goals, Objectives) Logical Strategies, Tactics) Logical Logical Strategising BusinessDirectives Model WHY Direction Physical Physical Physical Physical Physical e.g. Business e.g. Ethics, Contextual Industries, e.g. Countries, Logical Logical Logical Functions e.g. Oil Rigs, Logical Technologies Structural OperatingAircraft, Bank SemanticsModel Lobbying WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Effectiveness, HOW e.g. Detailed e.g. Roadmaps, Efficiency, Agility, e.g Principles e.g. Metrics Durabilty, Cost, Risk, Logical Logical Objectives Logical Project Portfolio Logical Logical Quality, Flexibility, Roadmapping Enterprise

Roadmap Model Enterprise Shearing Layers WHY Physical Physical Physical Physical Physical e.g. Business e.g. Values, Trust, e.g. Regions, Architecture Model Conceptual Locations, Technical Logical Logical e.g. Oil Rigs, Logical Logical

Capabilities... Skills, Semantics Architecture Model Lobbying Structural CapabilityAircraft, Bank ModelCapabilities Lobbying WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW Governance e.g. Initiation Plan, e.g. Requirements Estimate to e.g. Policies e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Initiating Complete... , WHY Lobbying Physical Physical Physical Physical Physical e.g. Practices, e.g. Buildings, Logical e.g. Roles, Semantics Logical Processes L0... Logical e.g. Oil Rigs, Logical Logical Technical Services Structural SolutionAircraft, Bank Architecture Lobbying WHY Transactions... Physical HOW Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Elaboration e.g. Requirements Re Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Logical Elaborating Complete... WHY e.g. Rooms, Racks, , Policies Physical e.g. Processes L1... e.g. Employees, Applications, Logical Logical e.g. Oil Rigs, Logical Semantics Logical Structural DetailedAircraft, Bank Design Databases Lobbying Enterprise

WHY Transactions... Enterprise Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Construction e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Transformation

Metrics Constructing Complete... Enngineering Model Enngineering Model

Standards WHY Physical Physical Physical Physical Physical

Project Plan Specific> Operational e.g. Activities, e.g. Employees, e.g. Desks, Slots, IP

Logical Logical e.g. Oil Rigs, Logical Logical CM Requirements Structural Processes L2, Semantics Addresses Lobbying Aircraft, Bank WHY Transactions... Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW

Decision Rationale DB e.g. Business e.g. Requirements e.g. Transition Plan. PoliciesPrinciples , Rules, e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Directives Logical Logical Transitioning WHY Physical Physical Physical Physical Physical 1) People... 2) ...at locations… GovernanceHOW Physical 3) ...doing things.. 4) ...with things… 5) ...using things... Lobbying World WHY 6) ...at locations. HOW Using WHY Enterprise Context Operation

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Enterprise Context Current Intermediate Target Strategising Direction Contextual Current Transformation Intermediate Transformation Target Roadmapping

Conceptual Current Transformation Intermediate Transformation Target Initiating

Logical Current Transformation Intermediate Transformation Target Elaborating

Physical Current Transformation Intermediate Transformation Target

Transformation Constructing

Operational Current Transformation Intermediate Transformation Target Transitioning

Physical World Current Transformation Intermediate Transformation Target Using Enterprise Structural Transformational Structural Context Operation

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Guidance

Actions PCF Motivation Methods

Culture

Measures Assessment Artefacts Environ

TM Your ERP BMM Numerous Sources TM MAGMA MACE Conceptual Conceptual Conceptual Governance Conceptual Experiences Customers, Customers, Customers, CapabilityProcesses, , Suppliers, Suppliers, Suppliers, Enterprise Services Regulators Regulators Regulators Logical Logical Logical Context Logical Lobbying FunctionMethods Artefacs Culture Environment Physical Physical Physical Vision Physical Conceptual Conceptual Conceptual Conceptual Conceptual Mission HOW e.g. Business e.g.Desired Ends ( VisionResult , e.g. Means (Mission, Course of Policies, Rules, e.g. KPI’s, CSF’s e.g. SWOT Logical Logical Logical Logical Logical GoalsEnd , Objectives) StrategiesAction, Tactics) Directives Strategising

Goal Means Supplier WHY Supplier Direction Stakeholder Strategy Stakeholder Physical Physical Physical Physical Physical Organisation e.g. Ethics, Service Contextual e.g. Business e.g. Countries, Subject Area Industries, Subject Area Logical Logical Logical Logical e.g. Oil Rigs, Technologies Structural Functions Semantics Lobbying Aircraft, Bank WHY Transactions... Physical Physical Physical Physical Conceptual Conceptual Conceptual Conceptual Conceptual e.g. Effectiveness, HOW e.g. Detailed e.g. Roadmaps, Efficiency, Agility, e.g Principles e.g. Metrics Durabilty, Cost, Risk, Logical Objectives Logical ProjectProgramme Portfolio Logical Logical Logical Quality, Flexibility, Roadmapping Enterprise Shearing Layers WHY Enterprise Physical Physical Physical Physical Physical e.g. Regions, e.g. Business e.g. Values, Trust, Architecture Model Conceptual Department, Locations, Technical Logical Logical Logical Logical e.g. Oil Rigs, Structural Capabilities... Skills, Semantics Capabilities Architecture Model Lobbying Lobbying AircraftProduct, Bank WHY Transactions... Physical Physical Physical Physical , Standards Division Conceptual Conceptual Conceptual Conceptual Conceptual HOW Governance e.g. Initiation Plan, e.g. Requirements Estimate to e.g. Policies , Concerns Measuree.g. Metrics, e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Initiating Data Field Complete... Data Field Platform Service KPI Platform Service Data Entity Data Entity Waiver WHY Lobbying Physical Physical Physical Physical Physical Logical e.g. Practices, e.g. Buildings, Process Process e.g. Roles, Semantics Logical Logical Logical Logical e.g. Oil Rigs, Requirement Viewpoints Processes L0... Technical Services Structural Aircraft, Bank Application Lobbying Application

Policies WHY Transactions... Physical Physical Physical Physical Project, , SWOT Balanced Scorecard ATAM HOW Actor, Conceptual Conceptual Conceptual Conceptual Conceptual / Gateway / Gateway Start Event e.g. WorkElaboration Start Event e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’sRisk , Con’s... Logical Logical Logical Logical Logical Package, Elaborating Intermediate Event Intermediate Event Role, Database Complete... Database Infra . Service Infra . Service . Spec Interface Task WHY e.g. Rooms, Racks, e.g. EmployeesTeam , Physical e.g. Processes L1... Applications, Logical Logical e.g. Oil Rigs, Logical Logical Structural Semantics Databases Lobbying Aircraft, Bank Technology Enterprise

WHY Transactions... Enterprise Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Construction e.g. Requirements Plan, Estimate to e.g. Standards e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Logical Constructing Transformation Complete... Enngineering Model WHY Enngineering Model Physical Physical Physical Physical Physical

HOW Conceptual Conceptual Conceptual Conceptual Configuration Governance Specific> Operational e.g. Activities, e.g. Employees, e.gManagement. Desks, Slots, IP

Logical Logical e.g. Oil Rigs, Logical Logical Structural Processes L2, Semantics AddressesDatabase Lobbying Aircraft, Bank WHY Transactions... (CMDB) Physical Physical Physical Physical

Conceptual Conceptual Conceptual Conceptual Conceptual HOW e.g. Business e.g. Requirements e.g. Transition Plan. Policies, Rules, e.g. Metrics e.g. Pro’s, Con’s... Logical Logical Logical Logical Change Management ToolLogical Directives Transitioning WHY Physical Physical Physical Physical Physical 1) People... 2) ...at locations… GovernanceHOW Physical 3) ...doing things.. 4) ...with things… 5) ...using things... Lobbying World WHY 6) ...at locations. HOW Using WHY Enterprise Context Operation

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Culture

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Culture Trumps Everything™ Culture Trumps Everything TM

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Culture Trumps Everything™ > The Power of Culture E=mc2 Enterprise 2 Effectiveness = Methods * Culture & Efficiency

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2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Source: NASA Culture Culture Trumps Everything™ > Immense Opportunities

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Source: Google Culture Slaves to Psychology™

I think, therefore I might be...

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Slaves to Psychology™ > Is All Value Easy to See?

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Source: Washington Post Culture Slaves to Psychology™ > I Was Only Doing What I was Told!

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Source: Yale University Culture Slaves to Psychology™ > Are You Better Than a 5 Year Old?

or

You Decide!

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Slaves to Psychology™ > Who Decides?

A B C

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Slaves to Psychology™ > Absolute Power Corrupts Absolutely

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Source: Stanford University Culture Slaves to Psychology™ > Style Over Substance

The Halo Effect

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2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Decisions, Decisions, Decisions! > Cultural Types External Culture Internal Culture

Influences

Influences

National Influences Profession Influences Role Influences Personal Culture Culture Culture Culture &

Religious Influences Influences Influences Culture Influences & Business Enterprise Class Influences Influences Make Culture Culture Culture

Decisions Influences

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Decisions, Decisions, Decisions! > Context & Implications

4b for Personal Influences 1 Culture people make Object 2 about

3 3b Context Decisions based on for 4a have Implications 7 requires changes to 6a 6b exposes errors in, Information exposes errors in, or changes to or changes to

5 Personal people discover Influences Culture Internal Culture

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Decisions, Decisions, Decisions! > The Red Button WARNING Don’t Press This button!

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Decisions, Decisions, Decisions! > Jumping to Conclusions II IMBINC TQ

GQNGJI ISIQNS

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2 [www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Architecture & Engineering > Merged

Engineering

HOW Architecture Creating Solutions Talking WHY Doing Understanding Asking Questions Finishes when Thinking there is nothing more to add Finishes when there is nothing more to take away

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Architecture Engineering

EnterpriseTrans ContextTrans Motform formMe ivatiation asuration al al Str onTranses Tar form Strategising get Aationcti uct Trans Trans Stat formAssonsal form urae ess Gui ation danation l meal al nt ce

ContextualRequire Trans Trans Ite ments rat form form e Mot Me

Manage Modelling mentIte ation ation

rat g ivati asur e

ern Str e & anc Lob Gov Str Analysis byin al al Ite Tar on es Curr & rat Trans Design e uctget ent Options / form uct SolutionIte Stat rat Acti Roadmapping Stat e ation Modelling urae Trans Trans urae formAssonsal form Discovery ess Gui l l ation danation meal al Conceptualnt ce

CurrStr uctent Stat Initiating urae l Logical Elaborating 50% 50% Physical Constructing Operational Transitioning Physical World Using Enterprise Context

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Architecture Engineering Conceptual Logical Physical Strategising 50% 50% Conceptual Logical Physical Roadmapping 50% 50% Conceptual Logical Physical Initiating 50% 50% Conceptual Logical Physical Elaborating 50% 50% Conceptual Logical Physical Constructing 50% 50% Conceptual Logical Physical Transitioning 50% 50%

Using

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Architecture & Engineering > Application > Overall

Architecture Engineering Conceptual Logical EnterpriseTrans ContextTrans Motform formMe Physicalivatiation asuration al al Str onTranses 95% 5% Tar form Strategising get Aationcti uct Trans Trans Stat formAssonsal form Conceptualurae ess Gui ation danation l meal al Logicalnt ce ContextualRequire Trans Trans Ite ments rat form form e Mot Me

Manage Modelling mentPhysicalIte ation ation

rat g ivati asur e

ern Str e & anc Lob Gov Str Analysis byin al al Ite Tar on es Curr & rat Trans Design e uctget ent Options / form uct SolutionIte Stat 82% 18% rat Acti Roadmapping Stat e ation Modelling urae Trans Trans urae formAssonsal form ConceptualDiscovery ess Gui l l ation danation meal al ConceptualLogical nt ce Physical CurrStr uctent Stat Initiating 64% 36% urae Conceptuall LogicalLogical Physical Elaborating 36% 64% Conceptual PhysicalLogical Physical Constructing 18% 82% Conceptual OperationalLogical Physical Transitioning 5% 95% Physical World Using Enterprise Context

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture The Architect > Secrets “The secret of business is to know something that nobody else knows.”

- Aristotle Onassis

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“It always seems “To believe a thing “Impossible is just a big word thrown impossible until its impossible is to make it around by small men who find it easier to done.” so.” live in the world they've been given than to - Nelson Mandela - French Proverb explore the power they have to change it. Revolutionary / Politician Impossible is not a fact. It's an opinion. Impossible is not a declaration. It's a dare. “Everything is “We would accomplish Impossible is potential. Impossible is theoretically many more things if we temporary. Impossible is nothing.” impossible, until it is did not think of them as done.” impossible.” - Muhammad Ali Boxer - Robert A. Heinlein - Vince Lombardi Science Fiction Writer American Football Player

“Never tell a young person that anything “So many of our dreams at first seem cannot be done. God may have been impossible, then they seem waiting centuries for someone ignorant “Every noble work is improbable, and then, when we enough of the impossible to do that very at first impossible.” summon the will, they soon become thing.” - Thomas Carlyle inevitable.” Philosopher - G. M. Trevelyan - Christopher Reeve Historian Actor / Activist

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture The Architect > Architect or Charlatan

The True Value of Architecture is Is Intangible

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture The Architect > The Pragmatic Architect Creed

Pragmatic Pragmatic Persuade Articulate A R C H I T E C T Altruistic C R E E D Investigate Persistent Learn Agnostic Enthusiastic Lead Strategic Abstract

Generalist Integrity Facilitate

Diplomatic Understanding Communication Open Expose www.PragmaticEA.com/pragmatic-architects-creed.asp

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Culture Language

Governance M o M Language Enterprise Contextt e T T ri ra of the Market T v s Lobbying a a A a r nAa c nu Sg st T sGr e fi rt fe Translation Direction s a u Strategising t T T t oe i ois S r n r rt masn so amd Governance ua ans fn na M Ret tsm o stn o M quie rs Contextualre c ife fic t e Language dialect I m T T C me t o T o nts e n e i a u t r r a r r r a n n G o v e r n a MaAnn c I e & L o b b y i n g Lobbying t t t v s r naaly e e m tr m a A a r a a u ng Modelli a S gesis I r t ig nAa nu t la al S & e c me e T e ntDe r t oe t st sr rI a t s G t t n sig e nt rt t Modelli ng e i i f f Translation n r si ue of Strategic t Optio a S a Roadmapping T T ns / at o ar o o i o Soluti e t eo is rS Discovon l r n r t ery n a n n o l a u a ams s amd Governance ua t s f a t l ce l na n na ce stm os stn ConceptualC t fie r fic Planning dialect t u on m oe r u r a r u nt n Lobbying Sr r ma t ma r e al i al tn a t o t a t i n i Translation rS Initiating a l t l o o ua n l n Governance t a a ce l l Logicalt dialect u Lobbying r a Translation l Language Elaborating Governance Physical of dialect Lobbying

Translation Transformation Projects Constructing Governance Operational dialect Lobbying Transitioning Translation Governance Physical World Language of Users Lobbying Using Translation Enterprise Context Language of Customers Operation

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Environment

Environment

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ The Architecture ParadigmTM

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Purpose > It’s Not What You Think

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Purpose > Structural Complexity

Structural Complexity =

Structural Number of different Systems Complexity + Number of Relationships between those Systems.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Purpose > Transformational Volatility

Transformational Volatility Transformational =

Volatility Rate of change of Systems

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Purpose > Transformational Complexity

Structural Transformational Complexity Volatility (C) (V)

Transformational Complexity

Scope Requirements (S) (R)

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Purpose > Contextual Volatility & Complexity

System System Context Context System

Context

System

Context System System Context

System System Context Context

Context System

System Context

Context

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Justification > Applicability

Applicability

Mandatory. Critical for change.

Extreme. Large opportunity for advantage. Large risk of disadvantage.

Somewhat. Some opportunity for Transformational Complexity advantage.

Transformational Volatility Small risk of disadvantage.

None. No opportunity for advantage.

Structural Complexity

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Justification > Cost and Ability

KEY

Utilising The Architecture Paradigm™

Yes

No

) of Transformation Applicability Mandatory Ability to Transform ( $ / time Extreme Cost

Somewhat

None Transformational Complexity

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Justification > Investment

Key Impossible. Investment required is larger than available time and/or money.

Very Difficult. Investment required is very high but is still achievable. money & will that is required , Moderate. Investment required is moderate and very achievable.

to adopt the The Architecture Paradig m ™ Simple. Investment required .is low Investment in time

Transformational Complexity

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Justification > Procrastination

Reality

Expectations Value Gained Value

Chasm of Procrastination™

Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Why and How

Why

How

2 [www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Abstraction & Elaboration Abstraction / Elaboration Omission Composition Generalisation Idealisation Inclusion Decomposition Specialisation Realisation

Book Making Profit Mode of Transport is-a-part-of Contextual ISBN

Sales Process is-more-than is-a-type-of is-a-transformation-of

is-a-part-of Title Get Payment Vehicle Conceptual is-more-than is-made-of

is-a-type-of is-a-transformation-of Get Payment Details Description is-made-of Car Logical is-less-than

is-extended-to-become is-transformed-to-become

Contents Sedan Physical is-less-than Sometimes there is a structural order or is-transformed-to-become transformational flow between the parts which Text can be simple or complex. SUV Operational

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Relationships

300

250 Number of Things Number of Relationships 200

150

100

50

0 1

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > The Value is in the Lines not the Boxes™

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Patterns

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment The Architecture Paradigm™ > Models, Meta-Models & Semantics

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Frameworks > Number & Growth

14 Principles of Management, 3C's model, 360 feedback, 3DVE (Originally 3D Visible Enterprise, but now called the Unisys 3D Blueprinting Approach), 3rd Party Logistics (3PL), 4+1 (4+1 view model), 4 Dimensions of Relational Work, 4S Web Marketing Mix, 5 ways model (5 ways model), 7-S Model, 7 Ps, 8D Problem Solving, AAA-Triangle, Absorption Costing, AAF (Automotive Architecture Framework), Accenture, Accounting Earnings, Acord, Acid Test Ratio, Acquisition Integration Approaches, Action Learning, Activity Domain Theory, Activity Based Costing, Adhocracy, ADL Matrix, AF-EAF (Air Force Enterprise Architecture Framework), AdvertisingFIVE-, FORCESAffiliate Marketing, AGA (AustralianISO xxxxxGovernment Architecture (AGA) framework), AGILE, AGATE (Atelier de Gestion de l'ArchiTecturE des Systemes d'Information et de Communication (AGATE)), Agile EA, Agile EA (Agile Enterprise Achitecture), Allstate, AIM (Amsterdam Information Management Model), Altus EA Framework, AM (Avancier Methods), AM for SA (AM for Solution Architecture), AM for EA (AM for Enterprise Architecture), Analogical Strategic Reasoning, Analytical CRM, Anything Architecture, ANSI ISA-95, Appreciative Inquiry, ARCHI (ArchiMate), ARCON (A Reference Architecture for Collaborative Networks), Archimate, ARIMA, ARIS, Ashridge Mission Model, artITecture Architect Method, ASL (Application Services Library), ATAM, Attribution Theory, Attributes of Management Excellence, AUSDAF (Australian Defence Architecture FrameworkPRINCE), Australian2 Government Architecture Reference ModelsZACHMAN, Balanced Scorecards, Balanced Scorecard, Bases of Social Power, Bass Diffusion Model, BCEA (Business Centred EA), BCA (Business Capability Architecture), BCG Matrix, BCMM (Business Continuity Maturity Model), BE (Business Engineering), BCS IS Project Manager, BEA, BEAM (Business Enterprise Architecure Modeling), Belbin Team Roles, BearingPoint, Benchmarking, BETP (Business Transformation Enablement Program), BISL (Business Information Systems Library), Beyond Budgeting, Blended (Combining parts of multiple frameworks), Blue Ocean Strategy, BMM (Business Motivation Model), BMC (Business Model Canvas), BMM (Business Motivation Model), Bolman/Deal Four Frame Model , Bottom of the Pyramid, BOLT, BPEAM (iteratec best-practice enterprise architecture management (EAM)SSADM method ), BPMN (Business Process Model Notation), Brainstorm, BPR, BrainstormingOOA, Brand/OOD Asset Valuator, Brand Personality, Brand Identity Prism, Breakaway Positioning, Break-even Point, Bricks and Clicks, Bredemeyer, Bridging Epistemologies, BS 10008 (Legal Admissibility of Electronic Evidence), BS 25777 (ICT Continuity Management), BS 10012 (Data Protection), BS 25999 (Business Continuity Management), BS 7858 (Security Vetting), BS 8549 (Security Consultancy), BS 8470 (Secure Destruction of Confidential Material), BSG Concours Next Generation Enterprise, BSIMM (The Building Security In Maturity Model), Business Assessment Array, Bureaucracy, Business Frameworks, Business Intelligence, Business Process Reengineering, Business Process Modeling, CA, CA (Causal Architecture), CAGR, CA (Causal Architecture), Capital Asset Pricing Model, Cash Asset RatioAGILE, Cash Flow Return on Investment, Cash Flow from Operations, Cash Ratio, Cash Value Added, CatastropheLEAD Theory, Catalytic Mechanisms, CATS CM, Causal Model of Organizational Performance and Change, CBDI-SAE (CBDI Service Architecture and Engineering), Cause and Effect Diagram, CEA (CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF)), CEAF (Commision Enterprise IT Architcture Framework (CEAF)), Centralization and Decentralization, CEAP, CFROI, CGRM (Canadian Governments Reference Model), Change Behavior, Change Approaches, Change Dimensions, Change Equation, Change Management, Change Factors, Change Phases, Changing Organization Cultures, Charismatic Leadership, Chaos Theory, CIMOSA, Clarkson Principles, Clicks and Mortar, CLEAR (Comprehensive, Landscaped, Enterprise Architecture Representation.), Clusters, CMM, CMU , CMMI (Capability Maturity Model Integration), Coaching, COBIT, Color Print Thinking, Co-Creation, Competence management, Competing Values Framework, Competitive Advantage Nations, Competitive Advantage framework, Competitive Positions, ComplaintsSWOT Management, Conflict Handling, Component Business Model, Contingency Theory, Co-opetition, CORBA (Commom ObjectBPMN Request Broker Architecture), CORA (Common Reference Architecture), Core Competence, Core Group Theory, Core Quadrants, Core Marketing System, Corporate Reputation Quotient, COSO (Committee of Sponsoring Organizations of the Treadway Commission), Cost of Capital, Cost Benefits Analysis, Cost of Equity, Cost-benefits analysis, Crisis Management, CPFR, Critical Chain, Cross-Functional Team, CSC Catalyst, CSC, CSFs, Cultural Dimensions, Cultural Intelligence, Cultural Dimensions, Culture Levels, Culture Types, Customer Order Decoupling Point, Current Ratio, Customer Pyramid, Customer Relationship Management, Customer Satisfaction model, Customer Satisfaction, Customer Value Profiles, DAD (Disciplined Agile Delivery), DDD (Domain Driven Design), Database Marketing, Debt to Equity Ratio, Decentralization, Delphi Method, Deloitte, Delta Model, Deming Circle, DEMO, Deming Cycle, DEMO 3, Design Thinking, DFD, DESTEP analysis, Dialectical Enquiry, Dialectical Inquiry, DICE Framework, Diamond Model, Dimensions of ChangeMoP, Dimensions of Relational Work, Direct Marketing, Direct Costing, Direct Response Marketing, Discounted Cash Flow, DistinctiveMoV Capabilities, Disruptive Innovation, Dividend Payout Ratio, DNDAF (The DND/CF Architecture Framework), DRAGON1 (Dragon1 EA Method), DoDAF (Department of Defense Architecture Framework), DSDM Atern, DuPont Model, Dynamic Regression, DYA (Dynamic Architecture), E2AF (Extended Enterprise Architecture Framework), EA3 Cube, EAB (Enterprise Architecture Blueprinting), EAAF, EAM-PC (EAM Pattern Catalog ), EAP, Earnings Per Share, Earned Value Management, EBAF (Enterprise Business Architecture Framework), EBCF (Enterprise Busines Culture Framework), EBITDA, EBIT, EBMM (Enterprise Business Motivation Model), Economic Margin, EDS, Economic Value Added, EEAF (OMB Enterprise Architecture Assessment Framework), EFQM (European Foundation for Quality Management Business Excellence framework), EIF European Interoperability Framework, EIF, Emotional Intelligence, Enterprise Architecture Links, Entry Mode Decision, Entrepreneurial Government, EPC, EPCAF (The EPC global Architecture FrameworkMSP), ERD, EPIC ADVISERS, ERG Theory, ESAAF (European Space Agency Architecture Framework), eSCM-SP, eSCM-CL, Essential MetamodelUML (Essential Project), eTOM (enhanced Telecom Operations Map), Excess Return, EXAF (Extreme Architecture Framework), Excess Return , Expectancy Theory, Exploratory Factor Analysis, Experience Curve, Exponential Smoothing, Extended Marketing Mix, Fair Value, Facilitation Styles, FCAPS, FDIC (FDIC Enterprise Architecture Framework), FEA (Federal Enterprise Architecture), FDIC Sogeti Framework, FEAF (US Federal Enterprise Architecture Framework), FFLV+GODS (Functions-Flows-Layers-Views + Governance-Operations-Development-Support), Five Forces, Five Disciplines, FMLS-ADF (FMLS Architecture Description Framework), Force Field Analysis, Fourteen Points of Management, Forget Borrow Learn, F-PEC scale, Fragile to Agile, Free Cash Flow, Framing, FSAM (Federal Segment Architecture Methodology), Full Costing, FURP, Functional and process management, GA (Garland and Anthony), GAME (Good enough Architecture Methodology), Gantt Chart, Game Theory, Gartner, GE Business Screen, GEAF (Gartner's Enterprise Architecture FrameworkITIL ), GEA (Queensland Government Enterprise Architecture), GEM, GERAM (Generic Enterprise Reference ArchitectureRUP (ISO 15704)), Global Sourcing, Gestalt, GMFIVE, GOD-, FORCESGPS for Enterprises, GODS-FFLVISO (Functions xxxxx-Flows-Layers-Views Governance-Operations-Development- Support), Gross Profit Percentage, Groupthink, Growth Share Matrix, Growth Phases, Growth Strategies, H&SMM (Health and Safety Maturity Model), Hawthorne Effect, Hagberg Model of Personal Power, HEAF (Health Enterprise Architecture Framework), Hibernate, Hierarchy of Needs, Hierarchic Organization, HL7 (Health Level 7), Horizontal Integration, HP, Hoshin Kanri - Policy Deployment, Human Capital Index, i*, IAF (Capgemini Integrated Architecture Framework), IADS (IBM Architecture Description Standard), IAF (Index Architecture Framework), IAS, IBM SDS, IBM, IBM Unified Method, ICB (IPMA Competence Baseline), IDABC (Interoperable Delivery (of European egovernment services to public) Administrations, Business and Citizens), ICODE (iCodePRINCE Security Architecture2 Framework), IDEAL, IDEAS (InternationalZACHMAN Defence Enterprise Architecture Specification for exchange. ), IEEEMoR 1471-2000, IDEF (Integration DEFinnition Methods), IFEAD, IFW (IBM Information FrameWork), Impact/Value frameworkSOMA, Image and Identity, Implementation Management, IN=>ACTS, Industrial column, Inclusive Value Measurement, Industry Change, Industry Life Cycle, Instrumental Approach of Stakeholder Theory, Innovation Adoption Curve, Intangible Assets Monitor, Integration Framework (Architecture and standard interfaces), Intellectual Capital Rating, Intel, Intelligence Pyramid, Internal Rate of Return, International Pricing Strategy, International Market Research, Intrinsic Stakeholder Commitment, IQMM (International Quality Maturity Model (Dipsticks)), ISM3 (Information Security Management Maturity Model), ISM SSADMmethod™ (Integrated Service Management Method), ISO 14000 (Environment))OOA, ISO 15489/OOD (Records Management), ISO 17025 (Tests, calibrations and laboratory management), ISO 15504, ISO 19770 (Software Asset Management), ISO 20000 (Service Management)), ISO 24762 (ICT Disaster Recovery Services), ISO 22301, ISO 25010, ISO 27000 (Information Security), ISO 31000, ISO 27001 (Information Security Management System (ISMS) .SCRUM ), ISO 31000, ISO 38500 (Corporate governance of information technology - guiding principles), ISO 9000 (QualitySABSA), ISO 42010, ISO 9001 (Quality), ISO 9004 (Quality), ISO/IEC 15504, ISO RM-ODP, ISO14001, IT Agile Framework, IT-CMF, IT Toolbox, ITIL (Information Technology Infrastructure Library ), ITSMMM (IT Service Management Maturity Model), Job Strain Model, JADE (Java Agent DEvelopment Framework), Johari Window, JustAGILE-in-time, KAOS (Knowledge Acquisition in automated specification / Keep All Objects Satisfied), Kaizen,LEAD Kepner-Tregoe Matrix, Knowledge Management, KPMG, KPIs, Kraljic Matrix, Kraljic Model, LEAD (Layered Enterprise Architecture Development), Laswell's Communication Model, Leadership Continuum, Leadership Pipeline, LEAF (Lybeck EA Framework), Leadership Styles, LEAN, Lean management, Learning Organization, Lean Manufacturing, Level 5 LeadershipPEAF , Levels of Culture, Levers of Control, Leveraged Buy-out, LFA (Logical Framework ApproachBMM), Liquidation value, LITEEA (Light Enterprise Architecture), Liquidity Ratio, LMO , Logica, MaBa Analysis, LST (Living Systems Theory), MACCIS, Macroscope, MAGIC, MAF (Management Accountability Framework ), Management Buy-out, Management by Objectives, Managerial Grid, Management Development, Managing for Value, Marginal Costing, Marketing Mix, Market Value Added, Martin Information Engineering, MBPE (Malcolm Baldrige Performance Excellence), MDA, McKinsey Matrix, MEGAF, MEGAF MIKE2.0 , Mergers and Acquisitions, Mentoring, Mergers and Takeovers, Metaplan, MIKE2SWOT.0 (Method for an Integrated Knowledge Environment), Microsoft Motion, Mind Mapping, MODAF (Ministry of Defence ArchitectureBPMN Framework), Modeling, Model-driven architecture (MDA) , Modeling business processes, MOF (Microsoft Operations Framework), MoR (Management of Risk ), MoP (Management of Portfolios), Moral Purpose, MoV (Management of Value), MSP (Managing Sucessful Programmes), MSP, Multi Channel Marketing, Multichannel MarketingCOBIT, NAF (NATO C3 Systems Architecture Framework), Mutual Learning approach, NASCIOTOGAF, NCOIC, NCR Enterprise Architecture Framework , NCOIC - NIF, Net Present Value, New Zealand Inland Revenue, NIF, NGOSS, NIST Enterprise Architecture Model, NIST SP 800- 53, NOPAT, NIST-EAM (NIST Enterprise Architecture Model), NORA - GEMMA, NORA - MARIJ, NORA - WILMA, NORA - PETRA, NORA (Nederlandse Overheid Referentie Architectuur), Normative Approach of Stakeholder Theory, OBASHI Business & IT methodology and framework, OBASHI, OEAF (Oracle Enterprise Architecture Framework), Office of Strategy Management, OIO, OHSAS 18001 (Occupational Health and Safety ManagementMoP System), OMG MDA, One-to-one Marketing, OPBOK, OODA Loop, Operating Cash Flow, Operating Profit, Operational CRM, Operating ProfitMoV Percentage, Operations Research, OPM3, Organization Chart, Organic Organization, organization Charts, Organizational Climate Index, Organizational Culture, Organizational Configurations, Organizational growth, Organizational Learning, Organizational Memory, Organizational Management, OSGi (Open Services Gateway initiative), OSIMM (Open Group Service Integration Maturity Model), P/E ratio, Outsourcing, P3M3 (Portfolio, Programme and Project Management Maturity Model), P3O (Portfolio, Programme and Project ), Panorama 360 - Business Reference Models, PAEI, Panorama 360 - Enterprise Business Architecture Fr, Panorama 360 Market Segment. and Product Develop., Panorama 360 Risk Assessment Framework, Panorama 360 Merger and Acquisition , Parenting Advantage, Parenting Styles, PARTS, Pareto Analysis, Path-Goal Theory, Payback Period, PCI DSS , PCF 5, P- CMM (People - Capability Maturity Model), PDSA, PEDF (Pragmatic Enterprise Direction Framework), PEAF (Pragmatic Enterprise Architecture FrameworkMSP), PEFF (Pragmatic Enterprise Family of Frameworks), PEG Ratio, PEPF (Pragmatic Enterprise Project Framework), PEOF (PragmaticUML Enterprise Operation Framework), PERA, Perception, Performance Management, Performance Categories, Performance matrix for family businesses, Performance Prism, Persuasion Theory, Persuasion Techniques, PESF (Pragmatic Enterprise Support Framework), PEST Analysis, PFMEA (Process Failure Mode Effects Analysis), PETF (Pragmatic Enterprise Transformation Framework), Physical Distribution, Plausibility Theory, PMT (Product-Market technology), PMMM, Portfolio Analysis, POSDCORB, Positive Deviance, Positioning, POSIX, Power, Pragmatic Marketing, PPOOA (Processes Pipelines in Object Oriented Architectures), Praxeme, PricewaterhouseCoopers, PRINCE 2, PRIDE-EEM (PRIDE Enterprise Engineering Methodology), PRINCE2, PRINCE2 (PRojects IN Controlled Environments), PRISM (Partnership for Research in Information Systems Management), Principles of Reinvention, Prisoner's Dilemma, ProAct (Proprietary Enterprise Framework), Product/Market Grid, Product Life Cycle, Profit Pools, PROMIS Framework , Purchasing Process, PRVitITIL, Pyramid Principle, QAW, Quick Ratio, Quality Function Deployment, RAROC, RAS, RASDS (Reference Architecture forRUP Space Data Systems ), RASCI Matrix (Responsible, Accountable, Supportive, Consulted, Informed), Ratio Delay Studies, REA, Real Ratio, Real Options, Regression Analysis, Relationship Marketing, Research method, Relative Value of Growth, Resource Based View, Resource-Based View, Results-Based Leadership, Result Oriented Management, Retention Ratio, Return on Capital Employed, Return on Invested Capital, Return on Equity, Return on Investment, Return on Net Assets, RFID Technology, Reverse Positioning, Risk Management, RiskView, Root Cause Analysis, RM-ODP (ISO Reference Model for Open Distributed Processing), Ross-Weill-Robertson Model, Rule of Three, S&R (Sense & Respond), RWSSA (Rozanski and Woods), S4V (Siemens 4 Views), SABSA (Sherwood Applied Business Security Architecture), SAGA, SAFA, Sales Funnel, SAM (Solution Architecting Mechanism), SASSY (Self- Architecting Software SYstems), SAP EAF (SAP Enterprise Architecture Framework), Scaled Agile, Scenario Planning, ScIAM (Science of Informational ManagementMoR), SCIA, Scientific Management, SCOR (Supply Chain Operations Reference-model ), SDLC (Systems DevelopmentSOMA Lifecycle), SCRUM, SECI model, Segmentation, Self-Directed Team, SEI, Servant-Leadership, Service Desk Institute, SERVQUAL, Service Profit Chain, ServQual / RATER, Seven Habits, Seven Surprises, Seven Signs Of Ethical Collapse, SFIA (Skills Framework For the Information Age.), SGCAF (Smart Grid Conceptual Architecture Framework), Shared Service Center, SGEA (Singpaore Government EA Framework), Shareholder Value Perspective, Shearing Layers, Simulation, SID (Shared Information and Data Model), SIT Method (Systematic Inventive Thinking), Situational Leadership, Six Markets, SIVA (Solution, Information, Value, Access), Six Sigma, Six Sigma, Skandia Navigator, Six Thinking Hats, Skandia Navigator , SLEPT Analysis, SMART, SLT (Situational Leadership Theory), Snow man stack, SOA, Social Intelligence, SOAAG (Service Oriented Architecture Adoption Governance Framework), Soft Systems Methodology, Sogeti DYA, SOX (Sarbanes Oxley), SOMA (Service-Oriented Modeling and Architecture ), Spin-Off, Spiral Dynamics, SPIRIT, Spiral of SilenceSCRUM, SPIRIT Platform Blueprint Issue 3.0, SPRING, SSDAM, SqEME, SSE-CMM (Systems Security Engineering - CapabilitySABSA Maturity Model), SSM, Stages of Team Development, Stage-Gate, Stakeholder Analysis, Stakeholder Management, Stakeholder Value Perspective, Stakeholder Mapping, Star Alignment (Star Alignment Model), Stealth Positioning, Strategic Alignment, STEEPLE Analysis, Strategic Alignment Model, Strategic Intent, Strategic Risk Management, Strategic Learning Cycle, Strategic Stakeholder Management, Strategic Thrusts, Strategic Types, Strategic Triangle, Strategy Clock, Strategy Dynamics, STRATPORT, Strategy Map, STRUTS, Supplier Selection, SWOT Analysis, SWOT, SysML 1.2, Systems Dynamics, Talent Branding, Systems Thinking / Dynamics, TAM (Telecom Application Map ), Target marketing, TEAF ((US) Treasury Enterprise Architecture Framework), TDC Matrix, TeamPEAF Building, Team Management Profile, Ten Principles of Reinvention, Telemarketing, Ten Schools ofBMM Thought, The 42 Way (Enterprise Architecture Capture Framework), The Cynefin Framework, The Bank of England Monetary Policy Framework , The Value Net, Theory of Constraints, Theory of Needs, Theory of Mechanistic and Organic Systems, Theory of Planned Behavior, Theory of Reasoned Action, Theory Z, Theory X Theory Y, Three Dimensional Business Definition, Time-Based Activity Based Costing, TOGAF (The Open Group Architecture Framework), TMap NEXT, Total Business Return, Total Cost of Ownership, TQM, Total Shareholder Return, TQM (Total Quality Management), Training Within Industry, TRAK, Trajectories of Industry Change, Triple Bottom Line, Troux Semantics, Twelve Principles of the Network Economy, Turnaround Management, Two Factor Theory, Two Factory Theory, UDEF (Universal Data Element Framework), UADF (Universal Architecture Description Framework), UDS (Urbanisme du SI), UML, Unisys 3DVE, UML Profile-based Integrated Architecture (UPIA), UPDM ( The Unified Profile for DoDAF and MODAF), UPIA = UML Profile-Based IntegratedCOBIT Architecture, VALIT (Enterprise Value Goverance of IT Investments), US GAAP, Value BasedTOGAF Management, Value Chain, Value Disciplines, Value Creation Index, Value Engineering, Value Network, Value Stream Mapping, Value Profit Chain, Value Stream Mapping, ValueReporting Framework, Variable Costing, VALUIT, Vendor Managed Inventory, Vertical Integration, VRIN, VPEC-T (Value, Policies, Events, Content and Trust), VSM (Viable Systems Model), WACC, Working Capital Ratio, Whole Brain Model, xAF (Extensible Architecture Framework), Zachman, Z-Score.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Frameworks > How POET Helps

14 Principles of Management, 3C's model, 360 feedback, 3DVE (Originally 3D Visible Enterprise, but now called the Unisys 3D Blueprinting Approach), 3rd Party Logistics (3PL), 4+1 (4+1 view model), 4 Dimensions of Relational Work, 4S Web Marketing Mix, 5 ways model (5 ways model), 7-S Model, 7 Ps, 8D Problem Solving, AAA-Triangle, Absorption Costing, AAF (Automotive Architecture Framework), Accenture, Accounting Earnings, Acord, Acid Test Ratio, Acquisition Integration Approaches, Action Learning, Activity Domain Theory, Activity Based Costing, Adhocracy, ADL Matrix, AF-EAF (Air Force Enterprise Architecture Framework), Advertising, Affiliate Marketing, AGA (Australian Government Architecture (AGA) framework), AGILE, AGATE (Atelier de Gestion de l'ArchiTecturE des Systemes d'Information et de Communication (AGATE)), Agile EA, Agile EA (Agile Enterprise Achitecture), Allstate, AIM (Amsterdam Information Management Model), Altus EA Framework, AM (Avancier Methods), AM for SA (AM for Solution Architecture), AM for EA (AM for Enterprise Architecture), Analogical Strategic Reasoning, Analytical CRM, Anything Architecture, ANSI ISA-95, Appreciative Inquiry, ARCHI (ArchiMate), ARCON (A Reference Architecture for Collaborative Networks), Archimate, ARIMA, ARIS, Ashridge Mission Model, artITecture Architect Method, ASL (Application Services Library), ATAM, Attribution Theory, Attributes of Management Excellence, AUSDAF (Australian Defence Architecture Framework), Australian Government Architecture Reference Models, Balanced Scorecards, Balanced Scorecard, Bases of Social Power, Bass Diffusion Model, BCEA (Business Centred EA), BCA (Business Capability Architecture), BCG Matrix, BCMM (Business Continuity Maturity Model), BE (Business Engineering), BCS IS Project Manager, BEA, BEAM (Business Enterprise Architecure Modeling), Belbin Team Roles, BearingPoint, Benchmarking, BETP (Business Transformation Enablement Program), BISL (Business Information Systems Library), Beyond Budgeting, Blended (Combining parts of multiple frameworks), Blue Ocean Strategy, BMM (Business Motivation Model), BMC (Business Model Canvas), BMM (Business Motivation Model), Bolman/Deal Four Frame Model , Bottom of the Pyramid, BOLT, BPEAM (iteratec best-practice enterprise architecture management (EAM) method ), BPMN (Business Process Model Notation), Brainstorm, BPR, Brainstorming, Brand Asset Valuator, Brand Personality, Brand Identity Prism, Breakaway Positioning, Break-even Point, Bricks and Clicks, Bredemeyer, Bridging Epistemologies, BS 10008 (Legal Admissibility of Electronic Evidence), BS 25777 (ICT Continuity Management), BS 10012 (Data Protection), BS 25999 (Business Continuity Management), BS 7858 (Security Vetting), BS 8549 (Security Consultancy), BS 8470 (Secure Destruction of Confidential Material), BSG Concours Next Generation Enterprise, BSIMM (The Building Security In Maturity Model), Business Assessment Array, Bureaucracy, Business Frameworks, Business Intelligence, Business Process Reengineering, Business Process Modeling, CA, CA (Causal Architecture), CAGR, CA (Causal Architecture), Capital Asset Pricing Model, Cash Asset Ratio, Cash Flow Return on Investment, Cash Flow from Operations, Cash Ratio, Cash Value Added, Catastrophe Theory, Catalytic Mechanisms, CATS CM, Causal Model of Organizational Performance and Change, CBDI-SAE (CBDI Service Architecture and Engineering), Cause and Effect Diagram, CEA (CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF)), CEAF (Commision Enterprise IT Architcture Framework (CEAF)), Centralization and Decentralization, CEAP, CFROI, CGRM (Canadian Governments Reference Model), Change Behavior, Change Approaches, Change Dimensions, Change Equation, Change Management, Change Factors, Change Phases, Changing Organization Cultures, Charismatic Leadership, Chaos Theory, CIMOSA, Clarkson Principles, Clicks and Mortar, CLEAR (Comprehensive, Landscaped, Enterprise Architecture Representation.), Clusters, CMM, CMU , CMMI (Capability Maturity Model Integration), Coaching, COBIT, Color Print Thinking, Co-Creation, Competence management, Competing Values Framework, Competitive Advantage Nations, Competitive Advantage framework, Competitive Positions, Complaints Management, Conflict Handling, Component Business Model, Contingency Theory, Co-opetition, CORBA (Commom Object Request Broker Architecture), CORA (Common Reference Architecture), Core Competence, Core Group Theory, Core Quadrants, Core Marketing System, Corporate Reputation Quotient, COSO (Committee of Sponsoring Organizations of the Treadway Commission), Cost of Capital, Cost Benefits Analysis, Cost of Equity, Cost-benefits analysis, Crisis Management, CPFR, Critical Chain, Cross-Functional Team, CSC Catalyst, CSC, CSFs, Cultural Dimensions, Cultural Intelligence, Cultural Dimensions, Culture Levels, Culture Types, Customer Order Decoupling Point, Current Ratio, Customer Pyramid, Customer Relationship Management, Customer Satisfaction model, Customer Satisfaction, Customer Value Profiles, DAD (Disciplined Agile Delivery), DDD (Domain Driven Design), Database Marketing, Debt to Equity Ratio, Decentralization, Delphi Method, Deloitte, Delta Model, Deming Circle, DEMO, Deming Cycle, DEMO 3, Design Thinking, DFD, DESTEP analysis, Dialectical Enquiry, Dialectical Inquiry, DICE Framework, Diamond Model, Dimensions of Change, Dimensions of Relational Work, Direct Marketing, Direct Costing, Direct Response Marketing, Discounted Cash Flow, Distinctive Capabilities, Disruptive Innovation, Dividend Payout Ratio, DNDAF (The DND/CF Architecture Framework), DRAGON1 (Dragon1 EA Method), DoDAF (Department of Defense Architecture Framework), DSDM Atern, DuPont Model, Dynamic Regression, DYA (Dynamic Architecture), E2AF (Extended Enterprise Architecture Framework), EA3 Cube, EAB (Enterprise Architecture Blueprinting), EAAF, EAM-PC (EAM Pattern Catalog ), EAP, Earnings Per Share, Earned Value Management, EBAF (Enterprise Business Architecture Framework), EBCF (Enterprise Busines Culture Framework), EBITDA, EBIT, EBMM (Enterprise Business Motivation Model), Economic Margin, EDS, Economic Value Added, EEAF (OMB Enterprise Architecture Assessment Framework), EFQM (European Foundation for Quality Management Business Excellence framework), EIF European Interoperability Framework, EIF, Emotional Intelligence, Enterprise Architecture Links, Entry Mode Decision, Entrepreneurial Government, EPC, EPCAF (The EPC global Architecture Framework), ERD, EPIC ADVISERS, ERG Theory, ESAAF (European Space Agency Architecture Framework), eSCM-SP, eSCM-CL, Essential Metamodel (Essential Project), eTOM (enhanced Telecom Operations Map), Excess Return, EXAF (Extreme Architecture Framework), Excess Return , Expectancy Theory, Exploratory Factor Analysis, Experience Curve, Exponential Smoothing, Extended Marketing Mix, Fair Value, Facilitation Styles, FCAPS, FDIC (FDIC Enterprise Architecture Framework), FEA (Federal Enterprise Architecture), FDIC Sogeti Framework, FEAF (US Federal Enterprise Architecture Framework), FFLV+GODS (Functions-Flows-Layers-Views + Governance-Operations-Development-Support), Five Forces, Five Disciplines, FMLS-ADF (FMLS Architecture Description Framework), Force Field Analysis, Fourteen Points of Management, Forget Borrow Learn, F-PEC scale, Fragile to Agile, Free Cash Flow, Framing, FSAM (Federal Segment Architecture Methodology), Full Costing, FURP, Functional and process management, GA (Garland and Anthony), GAME (Good enough Architecture Methodology), Gantt Chart, Game Theory, Gartner, GE Business Screen, GEAF (Gartner's Enterprise Architecture Framework), GEA (Queensland Government Enterprise Architecture), GEM, GERAM (Generic Enterprise Reference Architecture (ISO 15704)), Global Sourcing, Gestalt, GM, GOD, GPS for Enterprises, GODS-FFLV (Functions-Flows-Layers-Views Governance-Operations-Development- Support), Gross Profit Percentage, Groupthink, Growth Share Matrix, Growth Phases, Growth Strategies, H&SMM (Health and Safety Maturity Model), Hawthorne Effect, Hagberg Model of Personal Power, HEAF (Health Enterprise Architecture Framework), Hibernate, Hierarchy of Needs, Hierarchic Organization, HL7 (Health Level 7), Horizontal Integration, HP, Hoshin Kanri - Policy Deployment, Human Capital Index, i*, IAF (Capgemini Integrated Architecture Framework), IADS (IBM Architecture Description Standard), IAF (Index Architecture Framework), IAS, IBM SDS, IBM, IBM Unified Method, ICB (IPMA Competence Baseline), IDABC (Interoperable Delivery (of European egovernment services to public) Administrations, Business and Citizens), ICODE (iCode Security Architecture Framework), IDEAL, IDEAS (International Defence Enterprise Architecture Specification for exchange. ), IEEE 1471-2000, IDEF (Integration DEFinnition Methods), IFEAD, IFW (IBM Information FrameWork), Impact/Value framework, Image and Identity, Implementation Management, IN=>ACTS, Industrial column, Inclusive Value Measurement, Industry Change, Industry Life Cycle, Instrumental Approach of Stakeholder Theory, Innovation Adoption Curve, Intangible Assets Monitor, Integration Framework (Architecture and standard interfaces), Intellectual Capital Rating, Intel, Intelligence Pyramid, Internal Rate of Return, International Pricing Strategy, International Market Research, Intrinsic Stakeholder Commitment, IQMM (International Quality Maturity Model (Dipsticks)), ISM3 (Information Security Management Maturity Model), ISM method™ (Integrated Service Management Method), ISO 14000 (Environment)), ISO 15489 (Records Management), ISO 17025 (Tests, calibrations and laboratory management), ISO 15504, ISO 19770 (Software Asset Management), ISO 20000 (Service Management)), ISO 24762 (ICT Disaster Recovery Services), ISO 22301, ISO 25010, ISO 27000 (Information Security), ISO 31000, ISO 27001 (Information Security Management System (ISMS) . ), ISO 31000, ISO 38500 (Corporate governance of information technology - guiding principles), ISO 9000 (Quality), ISO 42010, ISO 9001 (Quality), ISO 9004 (Quality), ISO/IEC 15504, ISO RM-ODP, ISO14001, IT Agile Framework, IT-CMF, IT Toolbox, ITIL (Information Technology Infrastructure Library ), ITSMMM (IT Service Management Maturity Model), Job Strain Model, JADE (Java Agent DEvelopment Framework), Johari Window, Just-in-time, KAOS (Knowledge Acquisition in automated specification / Keep All Objects Satisfied), Kaizen, Kepner-Tregoe Matrix, Knowledge Management, KPMG, KPIs, Kraljic Matrix, Kraljic Model, LEAD (Layered Enterprise Architecture Development), Laswell's Communication Model, Leadership Continuum, Leadership Pipeline, LEAF (Lybeck EA Framework), Leadership Styles, LEAN, Lean management, Learning Organization, Lean Manufacturing, Level 5 Leadership, Levels of Culture, Levers of Control, Leveraged Buy-out, LFA (Logical Framework Approach), Liquidation value, LITEEA (Light Enterprise Architecture), Liquidity Ratio, LMO , Logica, MaBa Analysis, LST (Living Systems Theory), MACCIS, Macroscope, MAGIC, MAF (Management Accountability Framework ), Management Buy-out, Management by Objectives, Managerial Grid, Management Development, Managing for Value, Marginal Costing, Marketing Mix, Market Value Added, Martin Information Engineering, MBPE (Malcolm Baldrige Performance Excellence), MDA, McKinsey Matrix, MEGAF, MEGAF MIKE2.0 , Mergers and Acquisitions, Mentoring, Mergers and Takeovers, Metaplan, MIKE2.0 (Method for an Integrated Knowledge Environment), Microsoft Motion, Mind Mapping, MODAF (Ministry of Defence Architecture Framework), Modeling, Model-driven architecture (MDA) , Modeling business processes, MOF (Microsoft Operations Framework), MoR (Management of Risk ), MoP (Management of Portfolios), Moral Purpose, MoV (Management of Value), MSP (Managing Sucessful Programmes), MSP, Multi Channel Marketing, Multichannel Marketing, NAF (NATO C3 Systems Architecture Framework), Mutual Learning approach, NASCIO, NCOIC, NCR Enterprise Architecture Framework , NCOIC - NIF, Net Present Value, New Zealand Inland Revenue, NIF, NGOSS, NIST Enterprise Architecture Model, NIST SP 800- 53, NOPAT, NIST-EAM (NIST Enterprise Architecture Model), NORA - GEMMA, NORA - MARIJ, NORA - WILMA, NORA - PETRA, NORA (Nederlandse Overheid Referentie Architectuur), Normative Approach of Stakeholder Theory, OBASHI Business & IT methodology and framework, OBASHI, OEAF (Oracle Enterprise Architecture Framework), Office of Strategy Management, OIO, OHSAS 18001 (Occupational Health and Safety Management System), OMG MDA, One-to-one Marketing, OPBOK, OODA Loop, Operating Cash Flow, Operating Profit, Operational CRM, Operating Profit Percentage, Operations Research, OPM3, Organization Chart, Organic Organization, organization Charts, Organizational Climate Index, Organizational Culture, Organizational Configurations, Organizational growth, Organizational Learning, Organizational Memory, Organizational Management, OSGi (Open Services Gateway initiative), OSIMM (Open Group Service Integration Maturity Model), P/E ratio, Outsourcing, P3M3 (Portfolio, Programme and Project Management Maturity Model), P3O (Portfolio, Programme and Project ), Panorama 360 - Business Reference Models, PAEI, Panorama 360 - Enterprise Business Architecture Fr, Panorama 360 Market Segment. and Product Develop., Panorama 360 Risk Assessment Framework, Panorama 360 Merger and Acquisition , Parenting Advantage, Parenting Styles, PARTS, Pareto Analysis, Path-Goal Theory, Payback Period, PCI DSS , PCF 5, P- CMM (People - Capability Maturity Model), PDSA, PEDF (Pragmatic Enterprise Direction Framework), PEAF (Pragmatic Enterprise Architecture Framework), PEFF (Pragmatic Enterprise Family of Frameworks), PEG Ratio, PEPF (Pragmatic Enterprise Project Framework), PEOF (Pragmatic Enterprise Operation Framework), PERA, Perception, Performance Management, Performance Categories, Performance matrix for family businesses, Performance Prism, Persuasion Theory, Persuasion Techniques, PESF (Pragmatic Enterprise Support Framework), PEST Analysis, PFMEA (Process Failure Mode Effects Analysis), PETF (Pragmatic Enterprise Transformation Framework), Physical Distribution, Plausibility Theory, PMT (Product-Market technology), PMMM, Portfolio Analysis, POSDCORB, Positive Deviance, Positioning, POSIX, Power, Pragmatic Marketing, PPOOA (Processes Pipelines in Object Oriented Architectures), Praxeme, PricewaterhouseCoopers, PRINCE 2, PRIDE-EEM (PRIDE Enterprise Engineering Methodology), PRINCE2, PRINCE2 (PRojects IN Controlled Environments), PRISM (Partnership for Research in Information Systems Management), Principles of Reinvention, Prisoner's Dilemma, ProAct (Proprietary Enterprise Framework), Product/Market Grid, Product Life Cycle, Profit Pools, PROMIS Framework , Purchasing Process, PRVit, Pyramid Principle, QAW, Quick Ratio, Quality Function Deployment, RAROC, RAS, RASDS (Reference Architecture for Space Data Systems ), RASCI Matrix (Responsible, Accountable, Supportive, Consulted, Informed), Ratio Delay Studies, REA, Real Ratio, Real Options, Regression Analysis, Relationship Marketing, Research method, Relative Value of Growth, Resource Based View, Resource-Based View, Results-Based Leadership, Result Oriented Management, Retention Ratio, Return on Capital Employed, Return on Invested Capital, Return on Equity, Return on Investment, Return on Net Assets, RFID Technology, Reverse Positioning, Risk Management, RiskView, Root Cause Analysis, RM-ODP (ISO Reference Model for Open Distributed Processing), Ross-Weill-Robertson Model, Rule of Three, S&R (Sense & Respond), RWSSA (Rozanski and Woods), S4V (Siemens 4 Views), SABSA (Sherwood Applied Business Security Architecture), SAGA, SAFA, Sales Funnel, SAM (Solution Architecting Mechanism), SASSY (Self- Architecting Software SYstems), SAP EAF (SAP Enterprise Architecture Framework), Scaled Agile, Scenario Planning, ScIAM (Science of Informational Management), SCIA, Scientific Management, SCOR (Supply Chain Operations Reference-model ), SDLC (Systems Development Lifecycle), SCRUM, SECI model, Segmentation, Self-Directed Team, SEI, Servant-Leadership, Service Desk Institute, SERVQUAL, Service Profit Chain, ServQual / RATER, Seven Habits, Seven Surprises, Seven Signs Of Ethical Collapse, SFIA (Skills Framework For the Information Age.), SGCAF (Smart Grid Conceptual Architecture Framework), Shared Service Center, SGEA (Singpaore Government EA Framework), Shareholder Value Perspective, Shearing Layers, Simulation, SID (Shared Information and Data Model), SIT Method (Systematic Inventive Thinking), Situational Leadership, Six Markets, SIVA (Solution, Information, Value, Access), Six Sigma, Six Sigma, Skandia Navigator, Six Thinking Hats, Skandia Navigator , SLEPT Analysis, SMART, SLT (Situational Leadership Theory), Snow man stack, SOA, Social Intelligence, SOAAG (Service Oriented Architecture Adoption Governance Framework), Soft Systems Methodology, Sogeti DYA, SOX (Sarbanes Oxley), SOMA (Service-Oriented Modeling and Architecture ), Spin-Off, Spiral Dynamics, SPIRIT, Spiral of Silence, SPIRIT Platform Blueprint Issue 3.0, SPRING, SSDAM, SqEME, SSE-CMM (Systems Security Engineering - Capability Maturity Model), SSM, Stages of Team Development, Stage-Gate, Stakeholder Analysis, Stakeholder Management, Stakeholder Value Perspective, Stakeholder Mapping, Star Alignment (Star Alignment Model), Stealth Positioning, Strategic Alignment, STEEPLE Analysis, Strategic Alignment Model, Strategic Intent, Strategic Risk Management, Strategic Learning Cycle, Strategic Stakeholder Management, Strategic Thrusts, Strategic Types, Strategic Triangle, Strategy Clock, Strategy Dynamics, STRATPORT, Strategy Map, STRUTS, Supplier Selection, SWOT Analysis, SWOT, SysML 1.2, Systems Dynamics, Talent Branding, Systems Thinking / Dynamics, TAM (Telecom Application Map ), Target marketing, TEAF ((US) Treasury Enterprise Architecture Framework), TDC Matrix, Team Building, Team Management Profile, Ten Principles of Reinvention, Telemarketing, Ten Schools of Thought, The 42 Way (Enterprise Architecture Capture Framework), The Cynefin Framework, The Bank of England Monetary Policy Framework , The Value Net, Theory of Constraints, Theory of Needs, Theory of Mechanistic and Organic Systems, Theory of Planned Behavior, Theory of Reasoned Action, Theory Z, Theory X Theory Y, Three Dimensional Business Definition, Time-Based Activity Based Costing, TOGAF (The Open Group Architecture Framework), TMap NEXT, Total Business Return, Total Cost of Ownership, TQM, Total Shareholder Return, TQM (Total Quality Management), Training Within Industry, TRAK, Trajectories of Industry Change, Triple Bottom Line, Troux Semantics, Twelve Principles of the Network Economy, Turnaround Management, Two Factor Theory, Two Factory Theory, UDEF (Universal Data Element Framework), UADF (Universal Architecture Description Framework), UDS (Urbanisme du SI), UML, Unisys 3DVE, UML Profile-based Integrated Architecture (UPIA), UPDM ( The Unified Profile for DoDAF and MODAF), UPIA = UML Profile-Based Integrated Architecture, VALIT (Enterprise Value Goverance of IT Investments), US GAAP, Value Based Management, Value Chain, Value Disciplines, Value Creation Index, Value Engineering, Value Network, Value Stream Mapping, Value Profit Chain, Value Stream Mapping, ValueReporting Framework, Variable Costing, VALUIT, Vendor Managed Inventory, Vertical Integration, VRIN, VPEC-T (Value, Policies, Events, Content and Trust), VSM (Viable Systems Model), WACC, Working Capital Ratio, Whole Brain Model, xAF (Extensible Architecture Framework), Zachman, Z-Score.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Tools > Number & Growth

4Front, ABACUS, Abend-AID: (part of CATI tools), AbyS, Accept 360, ACE: (ADA Compiler Environment), ACT, actiWATE, AD/VANCE DataModeler, Adabas, AdaTEST, ADOit, Adpac CASE Tools, Advanced Software AutomationVisible. , AnalystAdvanced SoftwareWorkbench Automation., AdvancedCorporate Software Modeler Automation., Advanced Software Automation., AI0 WIN, alfabet - planningIT, Analyst/Designer Toolkit, Analyst/RT, Anatool, Andromede, ANTS – Advanced .NET Testing System, Application Development Workbench: (ADW), Application Factory, Application Xcellence, AppsWatch, APPX, APS Development Center, ApTest Manager, Archi, ArchitectRational, Architecture Rose Manager, AS/Set, ASA20/20QuickTest: (part of Hindsight Pro ), Auditor, AutoCode, Automated Test Designer (ATD), AutoPLAN, AxiomDsn, Axiom-SA, AxiomSys, BACHMAN Product Set, BACHMAN/Analyst, Badboy, BAT, Berard Object and Class Specifier: (BOCS), Berard Software Engineering., BPwin, BridgePoint Gen, BridgePoint OOA, BridgePoint Sim, B-Toolkit, Business Integration facilityQA: Complete(BIf), Business Integration facility: (BIf), BX, C/Spot/RunMS, C++/ ProjectViews, CA-Datacom, CA-Dataquery, CA-Dataquery PC, CADiZ: (Computer Aided Desigin in Z), CA-Ideal, Canonizer, Cantata, CAPBAK/X: (part of STW/Regression), CAPLink to Bachman, CARDtools, CASE Interchange, CASE*Designer, CASE*Dictionary, CASE*Generator, CASE.Analyst, CASE/4/0, case/4/0, case/4/0, CASE/ FRAMEWORK--METHODOLOGY, CASE/FRAMEWORK--SYNERGY, CASE:PM, CAST Workbench, CATI tools: (Abend-AID, CICS Abend-AID, CICS RADAR, File-AID family, TransRELATE, PLAYBACK, File PLAYBACKMagicDraw, SIMULCAST, dBUG-AID, XPEDITER, NAVIGATOR), CCC QuikTrak, CCC/HarvestClearCase, CCC/Manager, C-Cover, Checkpoint, Chen & Associates., CICS Abend-AID: (part of CATI tools), CICS RADAR: (part of CATI tools), ClearCase, CMVC, CMZ, COBOL/2 Workbench, CodeBreaker, CoFac, COHESION ASD/SEE, COHESION Team/SEE, COHESIONworX, Composer by IEF: (tm) (5.3), Compuware Corporation., CompuwareAutoCode Corporation., Compuware Corporation., Compuware Corporation., Compuware XStudioCorporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., CONQUEST CASE tools, Construct, Continuus/CM, Continuus/PT, Corporate Modeler, CorVision, Cradle, Data Traction, DataDirect, dBUG-AID: (part of CATI tools), db-UIM/X, DCT, DDTS, DE2M, DEC FUSE, DECset, Deft, DEPICTOR, Design Generator, Designer, Designer+sf, Designer+sf, DesignMachine 2.0, DesignVisionARIS 1.7, DevTest, DISCOVER, Distributed Smalltalk, DMS II, DocEXPRESS, DOORS: (DynamicMKS Object-Oriented Requirements System), Dragon1, DX, EA Manager™, Easy PC Contact, EasyCASE plus: (commercial), EasyCASE: (shareware), Eiffel 3, EiffelCase, Emeraude PCTE, Enterprise Architect, Enterprise Modeller, ENVISION® VIP, EPak, ER-Designer: (ERD), ERwin, EVA Netmodeler, Evergreen CASE Tools.ERwin, Evergreen CASE Tools., Excelerator II, EXDIFF: (part of STW/Regression), File PLAYBACK: MooD(part of CATI tools), File-AID family: (part of CATI tools), Forecast, FOUNDATION, GRACE, GRAMMI, Graph Layout Toolkit, Graphical Designer, HeragrapH, Hewlett-Packard. software development environment, Hewlett-Packard. software development environment, HIBOL, Hindsight: (ASA20/20, SQA, TCA), Holocentric Modeller, HOOD, HP LoadRunner, HP Quality Center/ALM, HyperWeb, IDEF/Leverage, IDMS/Architect, IDS-Scheer - ARIS, idungu, Imagix 4D, INSPECTOR, Instrumentation, Internet Macros, ISDE MetasoftEnrich Ltd.. business process reengineering, ISDE Metasoft Ltd.. meta CASE tool, iServerABACUS, ISOplusVisible, iteraplan Analyst, ITEX: Interactive Workbench TTCN Editor and ExecutorCorporate, Juggler Modeler, KangaTool Series, Kappa, Kappa- PC, LDRA Testbed, Learmonth & Burchett Management Systems, Inc. (LBMS)., Level/1-User Sensitive CASE, Life Cycle Productivity System, Lifecycle Manager, Linc, Linc Design Assistant, liSA, LiveModel, Load Impact, LoadStorm, Loadtracer, LOCANA, Logiscope, LOOX, Lov/OMT, MacAnalyst/MacDesigner, MacBubbles, Maestro, MAGEC, MagicDraw, MAGNA X, Maintenance Workbench, Manager Series, MantisPlanView, MAP Suite, Mapper, MappIT, Mark V Systems, Ltd.. full life-cycle, MATLAB/SimulinkForecast, MATRIXx/SystembuildRational, McDonnell Rose Information Systems (MDIS). upperQuickTest CASE, Mega Pro Modelling Suite, Merge Ahead, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, MetaEdit, Methods Workbench: (MWB), Methods Workbench: QA Complete MS Project (MWB)DataDirect, METRIC: (part of STW/Advisor), Metricate, MicroStep 1.3, MKS Integrity Engine,SoftBench MKS Professional Services, MKS Source Integrity, MKS Toolkit, Modelio, MooD, MS Project, Multi/CAM, MYNAH, Natural, NAVIGATOR: (part of CATI tools), NeoLoad, NETRON/CAP, NETRON/Client, NETRON/Connect, Netvantage Functional Tester, NuTCRACKER, Oberon/F, Object Domain, OBJECT IE, Object Methodology Overview, ObjectGEODE, objectIF, objectiF, objectiF, ObjecTime, ObjectMaker 2.1MagicDraw: (aka Adagen), Object-Modeller, Objectory Support Environment, ObjectTeamClearCase, Objectworks\C++, ObjectworksPowerdesigner\Smalltalk, ODF-Designer, ODF-Designer, OMT, Westmount I-CASE for , OMWHP LoadRunner, OOAtool, OOwin, OpenSELECT CASE, Oracle, PACBase, PACBench, PACDesign, Paradigm Plus, Paradigm Plus / EVB Edition, ParaSET, PATHVU, PATHVU Series, PCTE Workbench, Perfect, Personal-SELECTAutoCode, PesterCat, PLAYBACK: (part of CATI tools), Polytron Version Control System, PowerbuilderXStudio, PowerCASE, PowerModel, PowerTools Series, PractiTest, Predict, Predict Case, preVue, preVue-ASCII, preVue-X, ProCap/ProSim, Prodoc, Product Configuration Mangement System: (PCMS), Prograph: (visual o-o programmingSystem Architectenvironment), PROGRESS products, PRO-IV Application DevelopmentRational, PRO-IV Workbench Robot : (windows ver of DOS ProKit), Project Workbench, Project-SELECT, ProKit*WORKBENCH, ProMod Series, Prosa, ProSys, Provision, PSL/PSA, P-Source, P-Tools, PVCS, Q+E, QA Complete, QA WizardARIS, QAS.TCS (Test Case Studio), QASE, Quality Systems and Software, Ltd. (QSS). database MKSapplications, requirements engineering, QuickSpec, QuickTest Pro, Quix, Ranorex, Rational Apex, Rational CRC, Rational Robot, Rational Rose, RAZOR, RDD-100, RECODER, Recycle, Report Specification Interface: (RSI), RETROFIT, RIDL*, RIPPEN, RLT, Robochart, Sahi, SAMU, SAP Sybase PowerDesigner , Sapiens, Scan/COBOL, Schemacode, S-Designor, SDT: SDL Design Tool, SES/workbench, SilverRun, SimProcess, SIMULCAST: (part of CATI tools), SmartClass, SmartCost, SmartER, SMARTS, SMARTS: (part of STWERwin/Regression), SMARTsystem, SMS, SNAP - Strategic Networked Application Platform, SNiFFMooD+, SoapTest, SoDA, SoftBench, SoftBench C/C++: (part of SoftBench), SoftBench COBOL: (part of SoftBench), SoftBench Configuration Managment, SoftGuide, SoftTest, SoftTest, Software Developer Products, Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc..Enrich, Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., SoftwareABACUS Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software TestWorks: (STW), Software through Pictures, SpiraTest, SPQR/20, SQA: (part of Hindsight), SQL Software, Ltd.. configuration management, SQL*Forms, SQL*Louder, SQL*QMX, SQL*Report, SQLBench Test Data Generator, SQLBench Workbench, SQL-Link-Plus, Squish, SSADM 2.1, SSADM, Westmount I-CASE for , SSADM4+sf, SSADMPlanView4+sf, StateMate, STATIC: (part of STW/Advisor), S-TCAT: (part of STW/Coverage)Forecast, STEPMaster Test & Evaluation Management System, Sterling Software., STONE, StP/Booch, StP/BPR, StP/ClassCapture, StP/IM, StP/OMT, StP/RevC, StP/SE, StP/T, STRADIS, Streetlamp Illuminator, Structured Architect: (SA), Structured Architect-Integrator: (SA-I), STW/Advisor: (METRIC, STATIC, TDGEN), STW/Coverage: (TCAT, S-TCAT, TCAT-PATH, T-SCOPE), STW/Regression: (CAPBAK/X, SMARTS, EXDIFF), Super Natural, SuperCase, SuperStructure, Supra, SYLVA Series, System Architect, System Architect , SystemDataDirect Engineer: (nee Auto-Mate Plus), TCA: (part of Hindsight), TCAT: (part of STWSoftBench/Coverage), TCAT- PATH: (part of STW/Coverage), TDGEN: (part of STW/Advisor), TeamNet, Teamwork, TeleUSE, TELON, Test Complete, Test Manager Adaptors, TestLog, TestMate, Testuff, Texas Instruments Inc.. Information Engineering, Texel-sf, Texel-sf, TGS Systems., The Developer, ToolBuilder, T-Plan ProfessionalPowerdesigner, Transform, TransRELATE: (part of CATI tools), Transtar Repository, TrouxHP 9LoadRunner.2.1, T-SCOPE: (part of STW/Coverage), TurboCASE 3.0, UIM/X, UIM/X, Unirel Openlook Toolkit, VADS, Vantive Quality, VDM-SL Toolbox, VDM-to-C++ Code Generator, Via/Insight, Via/SmarTest, View Integration System: (VIS), ViewKit, Visible Advatage, Visible Analyst Workbench, Vision, VisionSoft DataVision, VisionSoft Suite, Visual Thought, vPerformer, vsDesigner, VSF, VSF NA Inc.. business process reengineering, VSF NA Inc.. meta CASE tool, vsObject Maker, vsSQL, vTest, Ward/Mellor, Westmount I-CASE forSystem , WebLOAD Architect Professional, Webserver Stress Tool, Westmount I-CASE: (for YourdonRational, Ward Robot/Mellor, OMT, SSADM), Westmount Technology B.V.. full life-cycle, WITH CLASS, Wizdom Pro, XPEDITER: (part of CATI tools), XStudio, XTie-RT., , , , ,

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Tools > How POET Helps

4Front, ABACUS, Abend-AID: (part of CATI tools), AbyS, Accept 360, ACE: (ADA Compiler Environment), ACT, actiWATE, AD/VANCE DataModeler, Adabas, AdaTEST, ADOit, Adpac CASE Tools, Advanced Software Automation., Advanced Software Automation., Advanced Software Automation., Advanced Software Automation., AI0 WIN, alfabet - planningIT, Analyst/Designer Toolkit, Analyst/RT, Anatool, Andromede, ANTS – Advanced .NET Testing System, Application Development Workbench: (ADW), Application Factory, Application Xcellence, AppsWatch, APPX, APS Development Center, ApTest Manager, Archi, Architect, Architecture Manager, AS/Set, ASA20/20: (part of Hindsight), Auditor, AutoCode, Automated Test Designer (ATD), AutoPLAN, AxiomDsn, Axiom-SA, AxiomSys, BACHMAN Product Set, BACHMAN/Analyst, Badboy, BAT, Berard Object and Class Specifier: (BOCS), Berard Software Engineering., BPwin, BridgePoint Gen, BridgePoint OOA, BridgePoint Sim, B-Toolkit, Business Integration facility: (BIf), Business Integration facility: (BIf), BX, C/Spot/Run, C++/Views, CA-Datacom, CA-Dataquery, CA-Dataquery PC, CADiZ: (Computer Aided Desigin in Z), CA-Ideal, Canonizer, Cantata, CAPBAK/X: (part of STW/Regression), CAPLink to Bachman, CARDtools, CASE Interchange, CASE*Designer, CASE*Dictionary, CASE*Generator, CASE.Analyst, CASE/4/0, case/4/0, case/4/0, CASE/ FRAMEWORK--METHODOLOGY, CASE/FRAMEWORK--SYNERGY, CASE:PM, CAST Workbench, CATI tools: (Abend-AID, CICS Abend-AID, CICS RADAR, File-AID family, TransRELATE, PLAYBACK, File PLAYBACK, SIMULCAST, dBUG-AID, XPEDITER, NAVIGATOR), CCC QuikTrak, CCC/Harvest, CCC/Manager, C-Cover, Checkpoint, Chen & Associates., CICS Abend-AID: (part of CATI tools), CICS RADAR: (part of CATI tools), ClearCase, CMVC, CMZ, COBOL/2 Workbench, CodeBreaker, CoFac, COHESION ASD/SEE, COHESION Team/SEE, COHESIONworX, Composer by IEF: (tm) (5.3), Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., Compuware Corporation., CONQUEST CASE tools, Construct, Continuus/CM, Continuus/PT, Corporate Modeler, CorVision, Cradle, Data Traction, DataDirect, dBUG-AID: (part of CATI tools), db-UIM/X, DCT, DDTS, DE2M, DEC FUSE, DECset, Deft, DEPICTOR, Design Generator, Designer, Designer+sf, Designer+sf, DesignMachine 2.0, DesignVision 1.7, DevTest, DISCOVER, Distributed Smalltalk, DMS II, DocEXPRESS, DOORS: (Dynamic Object-Oriented Requirements System), Dragon1, DX, EA Manager™, Easy PC Contact, EasyCASE plus: (commercial), EasyCASE: (shareware), Eiffel 3, EiffelCase, Emeraude PCTE, Enterprise Architect, Enterprise Modeller, ENVISION® VIP, EPak, ER-Designer: (ERD), ERwin, EVA Netmodeler, Evergreen CASE Tools., Evergreen CASE Tools., Excelerator II, EXDIFF: (part of STW/Regression), File PLAYBACK: (part of CATI tools), File-AID family: (part of CATI tools), Forecast, FOUNDATION, GRACE, GRAMMI, Graph Layout Toolkit, Graphical Designer, HeragrapH, Hewlett-Packard. software development environment, Hewlett-Packard. software development environment, HIBOL, Hindsight: (ASA20/20, SQA, TCA), Holocentric Modeller, HOOD, HP LoadRunner, HP Quality Center/ALM, HyperWeb, IDEF/Leverage, IDMS/Architect, IDS-Scheer - ARIS, idungu, Imagix 4D, INSPECTOR, Instrumentation, Internet Macros, ISDE Metasoft Ltd.. business process reengineering, ISDE Metasoft Ltd.. meta CASE tool, iServer, ISOplus, iteraplan, ITEX: Interactive TTCN Editor and Executor, Juggler, KangaTool Series, Kappa, Kappa- PC, LDRA Testbed, Learmonth & Burchett Management Systems, Inc. (LBMS)., Level/1-User Sensitive CASE, Life Cycle Productivity System, Lifecycle Manager, Linc, Linc Design Assistant, liSA, LiveModel, Load Impact, LoadStorm, Loadtracer, LOCANA, Logiscope, LOOX, Lov/OMT, MacAnalyst/MacDesigner, MacBubbles, Maestro, MAGEC, MagicDraw, MAGNA X, Maintenance Workbench, Manager Series, Mantis, MAP Suite, Mapper, MappIT, Mark V Systems, Ltd.. full life-cycle, MATLAB/Simulink, MATRIXx/Systembuild, McDonnell Information Systems (MDIS). upper CASE, Mega Modelling Suite, Merge Ahead, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, Meta Systems. front-end, RE/M, MetaEdit, Methods Workbench: (MWB), Methods Workbench: (MWB), METRIC: (part of STW/Advisor), Metricate, MicroStep 1.3, MKS Integrity Engine, MKS Professional Services, MKS Source Integrity, MKS Toolkit, Modelio, MooD, MS Project, Multi/CAM, MYNAH, Natural, NAVIGATOR: (part of CATI tools), NeoLoad, NETRON/CAP, NETRON/Client, NETRON/Connect, Netvantage Functional Tester, NuTCRACKER, Oberon/F, Object Domain, OBJECT IE, Object Methodology Overview, ObjectGEODE, objectIF, objectiF, objectiF, ObjecTime, ObjectMaker 2.1: (aka Adagen), Object-Modeller, Objectory Support Environment, ObjectTeam, Objectworks\C++, Objectworks\Smalltalk, ODF-Designer, ODF-Designer, OMT, Westmount I-CASE for , OMW, OOAtool, OOwin, OpenSELECT CASE, Oracle, PACBase, PACBench, PACDesign, Paradigm Plus, Paradigm Plus / EVB Edition, ParaSET, PATHVU, PATHVU Series, PCTE Workbench, Perfect, Personal-SELECT, PesterCat, PLAYBACK: (part of CATI tools), Polytron Version Control System, Powerbuilder, PowerCASE, PowerModel, PowerTools Series, PractiTest, Predict, Predict Case, preVue, preVue-ASCII, preVue-X, ProCap/ProSim, Prodoc, Product Configuration Mangement System: (PCMS), Prograph: (visual o-o programming environment), PROGRESS products, PRO-IV Application Development, PRO-IV Workbench: (windows ver of DOS ProKit), Project Workbench, Project-SELECT, ProKit*WORKBENCH, ProMod Series, Prosa, ProSys, Provision, PSL/PSA, P-Source, P-Tools, PVCS, Q+E, QA Complete, QA Wizard, QAS.TCS (Test Case Studio), QASE, Quality Systems and Software, Ltd. (QSS). database applications, requirements engineering, QuickSpec, QuickTest Pro, Quix, Ranorex, Rational Apex, Rational CRC, Rational Robot, Rational Rose, RAZOR, RDD-100, RECODER, Recycle, Report Specification Interface: (RSI), RETROFIT, RIDL*, RIPPEN, RLT, Robochart, Sahi, SAMU, SAP Sybase PowerDesigner , Sapiens, Scan/COBOL, Schemacode, S-Designor, SDT: SDL Design Tool, SES/workbench, SilverRun, SimProcess, SIMULCAST: (part of CATI tools), SmartClass, SmartCost, SmartER, SMARTS, SMARTS: (part of STW/Regression), SMARTsystem, SMS, SNAP - Strategic Networked Application Platform, SNiFF+, SoapTest, SoDA, SoftBench, SoftBench C/C++: (part of SoftBench), SoftBench COBOL: (part of SoftBench), SoftBench Configuration Managment, SoftGuide, SoftTest, SoftTest, Software Developer Products, Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software Research, Inc.., Software TestWorks: (STW), Software through Pictures, SpiraTest, SPQR/20, SQA: (part of Hindsight), SQL Software, Ltd.. configuration management, SQL*Forms, SQL*Louder, SQL*QMX, SQL*Report, SQLBench Test Data Generator, SQLBench Workbench, SQL-Link-Plus, Squish, SSADM 2.1, SSADM, Westmount I-CASE for , SSADM4+sf, SSADM4+sf, StateMate, STATIC: (part of STW/Advisor), S-TCAT: (part of STW/Coverage), STEPMaster Test & Evaluation Management System, Sterling Software., STONE, StP/Booch, StP/BPR, StP/ClassCapture, StP/IM, StP/OMT, StP/RevC, StP/SE, StP/T, STRADIS, Streetlamp Illuminator, Structured Architect: (SA), Structured Architect-Integrator: (SA-I), STW/Advisor: (METRIC, STATIC, TDGEN), STW/Coverage: (TCAT, S-TCAT, TCAT-PATH, T-SCOPE), STW/Regression: (CAPBAK/X, SMARTS, EXDIFF), Super Natural, SuperCase, SuperStructure, Supra, SYLVA Series, System Architect, System Architect , System Engineer: (nee Auto-Mate Plus), TCA: (part of Hindsight), TCAT: (part of STW/Coverage), TCAT- PATH: (part of STW/Coverage), TDGEN: (part of STW/Advisor), TeamNet, Teamwork, TeleUSE, TELON, Test Complete, Test Manager Adaptors, TestLog, TestMate, Testuff, Texas Instruments Inc.. Information Engineering, Texel-sf, Texel-sf, TGS Systems., The Developer, ToolBuilder, T-Plan Professional, Transform, TransRELATE: (part of CATI tools), Transtar Repository, Troux 9.2.1, T-SCOPE: (part of STW/Coverage), TurboCASE 3.0, UIM/X, UIM/X, Unirel Openlook Toolkit, VADS, Vantive Quality, VDM-SL Toolbox, VDM-to-C++ Code Generator, Via/Insight, Via/SmarTest, View Integration System: (VIS), ViewKit, Visible Advatage, Visible Analyst Workbench, Vision, VisionSoft DataVision, VisionSoft Suite, Visual Thought, vPerformer, vsDesigner, VSF, VSF NA Inc.. business process reengineering, VSF NA Inc.. meta CASE tool, vsObject Maker, vsSQL, vTest, Ward/Mellor, Westmount I-CASE for , WebLOAD Professional, Webserver Stress Tool, Westmount I-CASE: (for Yourdon, Ward/Mellor, OMT, SSADM), Westmount Technology B.V.. full life-cycle, WITH CLASS, Wizdom Pro, XPEDITER: (part of CATI tools), XStudio, XTie-RT., , , , ,

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Tools > Coverage

Structural Disciplines Transformational

Enterprise Context

Direction Strategising

Contextual Enterprise Enterprise Roadmapping

Governance Architecture Model Conceptual Architecture Model Lobbying Governance

Lobbying Initiating

Logical Elaborating

Physical Enterprise Enterprise

Transformation Constructing Enngineering Model Enngineering Model Operational Transitioning

Physical World

Guidance & Design Actions

Methods Motivation

Culture

Measures

Artefacts Environ Change Mgm’t & Lobbying Governance Mgm’t Req’s Deploying Testing Implemention Analysis Discovery Config Mgm’t Assessment

Operation TM MACETM MAGMA

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Environment Tools > Integration

Tool Tool Tool

Tool Repository Repository Repository

Repository Tool Tool Tool

Repository Repository Repository

Option A Option B Option C

Tool Tool

Tool Tool

Repository Repository

Tool Tool Repository Repository

Tool Tool

Repository Repository

Option D Option E

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Adoption

Adoption

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Overview > Process

Governance Governance Governance Governance Governance

Strategising Lobbying Roadmapping Lobbying Initiating Lobbying Elaborating Lobbying Constructing Lobbying Transitioning 1 Enterprise Architecting Enterprise Engineering

2 Current State Intermediate Target State(s) Contextual Conceptual Model 6 use this (Operating) model 6 use this if it exists to create Almost certainly not modelled. this Very Important Conceptual 6 (Capability) model in the context of this Logical Model 7 use this 7 5 Probably not use this if it exists to create modelled. this Very Important 7 Logical model Physical Model 5 42. in the context of this May be to allow us to create this Physical model modelled. 4. which allows us to 1. 34. 4 create this 4. model 3 which moves us which allows us to this closer to this create this 3 ...to a more Physical World Adjust how we Plan to physically currently do EA… change mature way of Want to exist Want to exist Definitely exists doing EA Increase the Effectiveness, Efficiency, Agility and Durability 3 3 3

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Overview > Iteration

Analyse

Maturity Actual Evaluate Modify Value Maturity

Value Gained Expectations of Value MODIFY EVALUATE ANALYSE

Chasm of Procrastination™ - ve

Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Overview > Iterations

Analyse Analyse

Maturity Maturity

Evaluate Modify Evaluate Modify

Analyse Analyse

Maturity Maturity Effectiveness, Evaluate Modify Evaluate Modify Value Gained Efficiency, Maturity Agility,

Analyse Durability.

Maturity

Evaluate Modify - ve

Time

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Domain Blindness

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Timing Paradox Bad times Good times

We feel the pain but, We have the resources to mature we don’t have the Transformation but, resources to mature Transformation. we don’t feel the pain.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Process Paradox Martin Brundle commenting on how the strategy and planning of F1 is a mess…

“The system is broken and it needs changing, but to make changes you've got to get through the broken system, so it's spinning its wheels and going absolutely nowhere.

It's going to take a big bang to change it because between them they couldn't run a bath to be honest, and there's no way that they'll find a way and have a common sense pill and get on with it. So, until there's a big bang (and then you've got to be concerned about what fills the vacuum) that's when it will move forward and I don't know when that will be.”

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Unconscious Degradation

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > False Accomplishment

Been There.

Done That.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Oversimplification “Everything should be made as simple as possible. But no simpler.” - Einstein

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Framework Misinterpretation

Camp 1 Camp 2

Way too Theoretical Way too Theoretical Way too Complex Way too Simple

® ® Zachman Contextual Zachman Overly Theoretical Overly Theoretical Overly Complex Overly Simple Theoretical The Zone. Conceptual Good balance between Theory & Detail and between Simplicity & Complexity.

“The 80/20 rule” “Work smart not hard” Logical

Overly Detailed Overly Detailed Overly Complex Overly Simple Detailed Physical

Way too Detailed Way too Detailed Way too Complex Way too Simple

Pragmatic Camp Complex Simple

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Barriers to Adoption > Reality Avoidance Internal External

Kikazaru Mizaru Iwazaru

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Maturity Model > Overview

Analyse Maturity Model Maturity

Level 1 Level 2 Evaluate Modify Level 3 Level 4 Unconsciously Consciously Consciously Unconsciously Incompetent Incompetent EMMATM Competent Competent

L1 > L2 L2 > L3 L3 > L4

Structural Transformational Methods Artefacts Culture Environ Motivation Actions Guidance Measures Assessment

How should What things are What people What tools & Why are we How will we What will How will we Why are we work be carried consumed and and technology doing the effect the guide the measure the doing the out? produced? relationships are should be used? transformation? transformation? transformation? progress of transformation required? transformation? in this way?

e.g. e.g. e.g. e.g. e.g. e.g. e.g. e.g. e.g. Business Ontologies, Relationships, Tools, Ends, Means, Principles, CSF’s, Strengths, Functions, Metamodels, Individuals, Electrical, Aims, Strategies, Policies, KPI’s, Weaknesses, Practices, Product Roles, Groups, Chemical, Objectives, Tactics, Standards, Metrics... Opportunities, Processes Descriptions, Departments, Biological, Requirements... Roadmaps, Rules, Threats, Activities... Products... Customers, Mechanical, Portfolio's, Laws... Pro’s, Suppliers, Information (IT), Plans... Cons, Guidance Customer Magnetic, Issues, Segments... Nuclear... Actions Risks...

Methods Motivation

Culture

Measures Artefacts Environ Assessment

TM MACETM MAGMA

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Maturity Model > Recognisable LevelLevel 11 LevelLevel 22 LevelLevel 33 LevelLevel 44 AnalyseAnalyse UnconsciouslyUnconsciously ConsciouslyConsciously ConsciouslyConsciously UnconsciouslyUnconsciously IncompetentIncompetent IncompetentIncompetent CompetentCompetent CompetentCompetent MaturityMaturity LL11 >> LL22 LL22 >> LL33 LL33 >> LL44 EvaluateEvaluate ModifyModify EMMAEMMATM TM

Measures Motivation Measures Motivation Measures Motivation Measures Methods Actions Actions Actions Assessment Guidance Assessment Guidance Assessment Guidance Assessment

Measures Motivation Measures Motivation Measures Motivation Measures Artefacts Actions Actions Actions Assessment Guidance Assessment Guidance Assessment Guidance Assessment

Measures Motivation Measures Motivation Measures Motivation Measures Culture Actions Actions Actions Assessment Guidance Assessment Guidance Assessment Guidance Assessment

Measures Motivation Measures Motivation Measures Motivation Measures Environ Actions Actions Actions Assessment Assessment Assessment Assessment

Guidance GuidanceGuidanceGuidance Guidance

ActionsActions

MethodsMethods MotivationMotivation

CultureCulture

MeasuresMeasures ArtefactsArtefacts EnvironEnviron AssessmentAssessment

TM TM MACEMACETM TM MAGMAMAGMA

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Maturity Model > Pragmatic Level 1 Level 2 Level 3 Unconsciously Consciously Consciously Incompetent Incompetent Competent

Definition Motivation Motivation Measures Measures Measures Methods Actions Actions Operation Assessment Guidance Assessment Guidance Assessment

Definition Motivation Motivation Measures Measures Measures Artefacts Actions Actions Operation Assessment Guidance Assessment Guidance Assessment

Definition Motivation Motivation Measures Measures Measures Culture Actions Actions Operation Assessment Guidance Assessment Guidance Assessment

Definition Motivation Motivation Measures Measures Measures Environ Actions Actions Operation Assessment Guidance Assessment Guidance Assessment

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Maturity Model > Adoption Structure

Direction Analyse

Transfor- Maturity

Artefacts Guidance rtefacts mation A

Operation Support Evaluate Modify

TM Environ TM nviron E

DOTS Environ EMMA

ulture C nviron E Actions Culture

Methods ethods M

ulture C

Culture Artefacts rtefacts A

Methods ethods M

ArtefactsArtefacts

Motivation MethodsMethods

CCultureulture nviron E Environ

MMethodsethods EnvironEnviron CultureCulture nviron MethodsMethods

Guidance CultureCulture

ArtefactsArtefacts Measures Actions Motivation ArtefactsArtefacts EnvironEnviron Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Guidance

Direction Analyse

Transfor- Guidance Maturity rtefacts mation A

Operation Support Evaluate Modify

TM Environ TM nviron

DOTS E EMMA

ulture C nviron ActionsE

ethods M

ulture C

Culture Artefacts rtefacts A

Methods ethods M

Artefacts

Motivation Methods

Culture nviron E

Methods Environ Culture nviron Methods

Guidance Culture Artefacts Measures Actions Motivation Artefacts Environ Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Measures

Direction Analyse

Transfor- Guidance Maturity rtefacts mation A

Operation Support Evaluate Modify

TM TM nviron

DOTS E EMMA

ulture C nviron ActionsE

ethods M

ulture C

rtefacts A

ethods M

Artefacts

Motivation Methods

Culture nviron E Environ

MMethodsethods Environ CultureCulture nviron Methods

Guidance Culture

ArtefactsArtefacts Measures Actions Motivation Artefacts Environ Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Measures > Overall

Level 1 Level 2 Level 3 Measures Unconsciously Incompetent Consciously Incompetent Consciously Competent Measures Measures Measures Integration processes are Integration processes are Integration processes are mostly Definition undocumented somewhat documented documented Methods Operation Phases are not integrated Phases are somewhat integrated Phases are mostly integrated

Structures for artefact Some structures for artefact Most structures for artefact Definition integration are non-existent integration exist integration exist Artefacts Operation No Integration Some Integration Mostly integrated

Culture is not recognised as Some Cultural aspects are Most Cultural aspects are Definition something to be modelled and modelled modelled Culture understood Authoritarianism, no clear Common Sense, language Meritocracy, language mostly Operation language somewhat clear clear

Pragmatic Tools and Refined Tools and Frameworks, Definition Ad-hoc, no integration Frameworks, mostly integrated fully integrated

Environ Used by a few select individuals Used by many people Used by most people Operation Haphazard or non-existent Mostly controlled Fully controlled Centralised Mostly federated Fully federated

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Assessment

Direction Analyse

Transfor- Guidance Maturity rtefacts mation A

Operation Support Evaluate Modify

TM TM nviron

DOTS E EMMA

ulture C nviron ActionsE

ethods M

ulture C

rtefacts A

ethods M

Artefacts

Motivation Methods

Culture nviron E

Methods Environ Culture nviron MethodsMethods

Guidance CultureCulture Artefacts Measures Actions Motivation ArtefactsArtefacts EnvironEnviron Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Assessment > Results > Overall

Methods Assessment Artefacts Assessment Culture Assessment Environment Assessment

Modelled No Modelled No Modelled No Strategising Strategising Existence None Improvement Never Strategising > Improvement Never Language Undefined (Framework) Strategising Tool Support None Roadmapping Tool Support None Modelled No Strategising Roadmapping Existence None Projects budget for it None Projects budget for it None Unconsciously LanguageConsciouslyUndefined Consciously (Tool)

Modelled No Modelled No Modelled No Roadmapping IncompetentInitiating Incompetent Competent Existence Pragmatic Tool Improvement Never Roadmapping > Improvement Never Language Somewhat defined (Framework) Roadmapping Tool Support Some Initiating Tool Support None Modelled No Roadmapping Elaborating Existence None Projects budget for it Some Projects budget for it Some Language Undefined (Tool) Methods Defintion 21 8 1 Initiating EnterpriseModelled No Modelled No Modelled No Existence None Constructing (Framework) Improvement Never Initiating > Improvement Never Language Undefined Initiating Initiating Tool Support None Elaborating ArtefactsTool Support None 20 Modelled 3 No 1 Existence None Transitioning (Tool) TransformationProjects budget for it None Projects budget for it None Language Undefined Elaborating Modelled No Modelled No Type Authoritarian Existence None Strategising (Framework) Improvement Never Elaborating > CultureImprovement Annually 22 Language 1 Not used 1Definition Definition Elaborating Maturity Elaborating Tool Support None Constructing Tool Support None Type Authoritarian Existence Ad-hoc Roadmapping (Tool) Projects budget for it None Projects budget for it None Language Not used Constructing Modelled No Modelled No Type Authoritarian Existence None

Definition (Meta-model) Environment 31 4 1 Assessment (Framework) Initiating Improvement Never Constructing > Improvement Never Language Used Mostly Constructing Constructing Tool Support Mostly Transitioning Tool Support None Type Authoritarian Existence None Elaborating (Tool) Projects budget for it None Projects budget for it Mostly Language Not used Transitioning Operations Existence None Modelled No Methods Modelled No Type AuthoritarianArtefacts Constructing (Framework) Improvement Never Improvement Never Language Not used Transitioning Transitioning Transitioning > Using Existence None Tool Support None Tool Support None Type Authoritarian (Tool) Transitioning Projects budget for it None Projects budget for it None Language Not used Strategising How well are we using / Non existent Strategising Approach Some Structured Strategising > (Framework) implementing the framework Approach Mostly Black art Approach Some Structured Roadmapping Roadmapping Use Used by most people Initiating Approach Some Structured Roadmapping > Strategising Approach Mostly Black art (Tool) Change Control Haphazard or non-existent Elaborating Approach Some Structured Initiating Management Centralised Constructing Approach Some Structured Initiating >

Operation Approach Some Structured Roadmapping How well are we using / Transitioning Approach Some Structured Elaborating Non existent (Framework) implementing the framework Elaborating > Approach Mostly Black art Used by a few select Constructing Use Roadmapping individuals Constructing > Change Control Haphazard or non-existent Approach Mostly Black art (Tool) Transitioning Management Centralised Operation (Models)

Initiating How well are we using / Transitioning > Using Approach Mostly Black art Used pragmatically (Framework) implementing the framework Used by a few select Use Culture Environment Initiating individuals (Tool) Change Control Haphazard or non-existent Management Centralised

Elaborating How well are we using / Non existent (Framework) implementing the framework Operation Used by a few select Use Elaborating individuals (Tool) Change Control Haphazard or non-existent Management Mostly federated

Constructing How well are we using / Non existent (Framework) implementing the framework Used by a few select Use Constructing individuals (Tool) Change Control Haphazard or non-existent Management Centralised

Transitioning How well are we using / Non existent (Framework) implementing the framework Used by a few select Use Transitioning individuals (Tool) Change Control Haphazard or non-existent Management Centralised

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Assessment > Results > MACE

Culture Methods Artefacts Environ

Enterprise Context Strategising

Contextual Roadmapping

Conceptual Initiating

Logical Elaborating

Physical Constructing

Operational Transitioning Physical World

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Assessment > Enterprise Transformation Maturity Canvas™

Artefacts Environment Artefacts Environment Methods Culture Methods Culture

Enterprise Context Structural Methods Artefacts Culture EnvironmentContextual Conceptual Structural Methods Artefacts Culture Environment Strategising Transformational Motivation Actions Guidance Measures Assessment Frameworks Tools Roadmapping Transformational Frameworks Tools Enterprise Motivation Actions Guidance Measures Assessment Project/Change/Config Management Structural (MACE) Project/Change/Config Management Structural (MACE) Structural (MACE) Analysis & Design Analysis & Design ransformation Methods T Requirements Management Modelling Requirements Management Modelling Artefacts Discovery Discovery Culture Analysis & Design Configuration Management Analysis & Design Configuration Management Maturity Environment Building Building ™ Modelling Testing Modelling Testing Canvas v1.0 1 2 3 4 5 Discovery Discovery Client: Transformational (MAGMA) Building Transformational (MAGMA) Building Transformational (MAGMA) Motivation M: Requirements Management M: Requirements Management Actions Testing A: Project/Change/Config Management Testing A: Project/Change/Config Management Guidance G: Principles, Polices, Standards G: Principles, Polices, Standards Measures M: Targets, Metrics M: Targets, Metrics Assessment Governance à à à à à A: Governance & Lobbying Governance à à à à à A: Governance & Lobbying ß ß ß ß ß Lobbying ß ß ß ß ß Lobbying Date: © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd

Artefacts Environment Artefacts Environment Systemic / General Methods Culture Logical Methods Culture Physical Structural Methods Artefacts Culture Environment Structural Methods Artefacts Culture Environment Version: Initiating Transformational Motivation Actions Guidance Measures Assessment Frameworks Tools Elaborating Transformational Motivation Actions Guidance Measures Assessment Frameworks Tools

Structural (MACE) Project/Change/Config Management Structural (MACE) Project/Change/Config Management Structural (MACE) Analysis & Design Analysis & Design Analysis & Design The Enterprise Modelling Requirements Management Modelling Requirements Management Modelling Transformation Maturity Discovery Discovery Discovery Canvas (ETMC) is licensed Configuration Management Analysis & Design Configuration Management Analysis & Design Configuration Management Building Building under a Creative Commons Building Testing Modelling Testing Modelling Testing Attribution-NonCommercial- 6 7 8 9 NoDerivatives 4.0 Discovery Discovery International License. Transformational (MAGMA) Building Transformational (MAGMA) Building Transformational (MAGMA) Please note that the use of M: Requirements Management M: Requirements Management M: Requirements Management A: Project/Change/Config Management Testing A: Project/Change/Config Management Testing A: Project/Change/Config Management ETMC is limited to personal, G: Principles, Polices, Standards G: Principles, Polices, Standards G: Principles, Polices, Standards non-commercial use. M: Targets, Metrics M: Targets, Metrics M: Targets, Metrics A: Governance & Lobbying Governance à à à à à A: Governance & Lobbying Governance à à à à à A: Governance & Lobbying For commercial use of the ß ß ß ß ß Lobbying ß ß ß ß ß Lobbying ETMC, please contact © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd Artefacts Environment Artefacts Environment Methods Culture Operational Methods Culture Physical World Operations [email protected] Constructing Structural Methods Artefacts Culture Environment Structural Methods Artefacts Culture Environment Transformational Motivation Actions Guidance Measures Assessment Frameworks Tools Transitioning Transformational Motivation Actions Guidance Measures Assessment Frameworks Tools for licensing options. Project/Change/Config Management Structural (MACE) Project/Change/Config Management Structural (MACE) Business Operations This canvas utilises the Analysis & Design Analysis & Design Requirements Management Modelling Requirements Management Modelling ontologies and structures Discovery Discovery 14 from the POET and PEAF Analysis & Design Configuration Management Analysis & Design Configuration Management IT Operations frameworks developed by Building Building Pragmatic EA Ltd. Modelling Testing Modelling Testing 10 11 12 13 © Pragmatic EA Ltd Discovery Discovery © Pragmatic EA Ltd. Support Building Transformational (MAGMA) Building Transformational (MAGMA) M: Requirements Management M: Requirements Management Business Support (1st line, 2nd line, 3rd line) Testing A: Project/Change/Config Management Testing A: Project/Change/Config Management 14 PragmaticE N T E R P R I S E C O N S U L T I N G E C G: Principles, Polices, Standards G: Principles, Polices, Standards www.PragmaticEC.com M: Targets, Metrics M: Targets, Metrics IT Support st nd rd Governance à à à à à A: Governance & Lobbying Governance à à à à à A: Governance & Lobbying (1 line, 2 line, 3 line) PragmaticE N T E R P R I S E A R C H I T E C T U R E E A ß ß ß ß ß Lobbying ß ß ß ß ß Lobbying www.PragmaticEA.com © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd © Pragmatic EA Ltd

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation

Direction Analyse

Transfor- Guidance Maturity rtefacts mation A

Operation Support Evaluate Modify

TM TM nviron

DOTS E EMMA

ulture C nviron ActionsE

ethods M

ulture C

rtefacts A

ethods M

ArtefactsArtefacts

Motivation MethodsMethods

CCultureulture nviron E

Methods EnvironEnviron Culture nviron Methods

Guidance Culture Artefacts Measures Actions Motivation Artefacts Environ Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Methods > Problems/Opportunities > Phases Enterprise Context Phases Strategising Contextual Problem: Roadmapping There are problems in how the

Conceptual Transformational processes of the different Phases relate to each other and work Initiating together, which means the desired output at Logical the bottom becomes disconnected from the Elaborating intent at the top. Physical Constructing Opportunity: If we can put in place things to make the Operational whole more coherent we will be able to Transitioning optimise the whole (at the possible expense Physical Stuff of some of the parts) rather than optimising the parts at the expense of the whole.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Methods > Problems/Opportunities > Governance & Lobbying

Enterprise Context Governance & Lobbying Strategising Governance Contextual Problem: Lobbying Roadmapping Governance tends to be a tick (or bury) the Governance Conceptual box exercise and Lobbying does not Lobbying expose opportunities or issues to the Initiating Governance correct level. Logical Lobbying Elaborating Governance Physical Opportunity: Lobbying Constructing If we can expose where misalignment is Governance happening at the time it is happening, we Operational Lobbying would be better able enable realignment Transitioning where appropriate and to reduce the cost Physical Stuff and pain of doing so.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Methods > Issues

Not Not clear documented

No clear Serious knock- ownership on problems

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Artefacts > Problems/Opportunities

Enterprise Context Artefacts Strategising Contextual Problem: Roadmapping There are problems in how the Structural

Conceptual and Transformational artefacts of the different Phases relate to each other and Initiating work together, which means the desired Logical output at the bottom becomes disconnected Elaborating from the intent at the top. Physical Constructing Opportunity: If we can put in place things to make the Operational whole more coherent, traceability and Transitioning impact assessment will become much Physical Stuff easier.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Artefacts > Issues

Scattered all No clear over the version of the Out of date Enterprise truth

Stored in “Owned” by Utilise different unstructured multiple people semantics formats

Exist in many Stored in and varied many different Difficult to find locations formats

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Culture > Issues CulturalCultural Technology Issues Issues IssuesProcess Issues IssuesProcess Issues

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Motivation > Environment > Issues

· The Frameworks used are haphazard and not integrated.

· The Tools used are haphazard and not integrated.

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions

Direction Analyse

Transfor- Maturity

Artefacts Guidance rtefacts mation A

Operation Support Evaluate Modify

TM TM nviron E

DOTS Environ EMMA

ulture C nviron E Actions Culture

Methods ethods M

ulture C

rtefacts A

ethods M

Artefacts

Motivation Methods

Culture nviron E

Methods Environ Culture nviron Methods

Guidance Culture Artefacts Measures Actions Motivation Artefacts Environ Methods Culture

Measures Assessment Artefacts Environ

TM Assessment TM MAGMA MACE

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Overview

ET - Why Should I Care? Strategising Next Premise Fundamental Problem Fundamental Solution Steps

20 Mins 1 Person 0 USD 5 Days 3 People 15k USD

Select ET Framework Roadmapping Framework Framework Consider Maturity Next Awareness Selection (High Level) Steps

5 Days 3 People 15k USD 5 Days 5 People 20k USD

Strategising Understand ET Framework Initiating Prepare Framework Training Agree Vision Next Roadmapping Steps Analyse Initiating 5 Days 5 People 20k USD 25 Days 5 People 0k USD (Weeks) Elaborating Plan Rollout of ET Framework Elaborating Constructing Mitigate Consider Maturity Next Risks (Detailed) Steps Maturity Transitioning 25 Days 5 People 0k USD 60 Days 10 People 150k USD Evaluate Modify Develop Changes Constructing (Days) (Months) Mitigate Develop Next Risks Methods, Artefacts, Culture & Environment Steps

60 Days 10 People 150k USD 30 Days 40 People 0 USD

Rollout Changes Transitioning Mitigate Rollout Next Risks Methods, Artefacts, Culture & Environment Steps Implement

30 Days 40 People 0k USD

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Strategising (ET > Why Should I Care?) ET - Why Should I Care? Strategising Fundamental Fundamental Next 20 Mins 1 Person 0 USD Premise 5 Days 3 People 15k USD Problem Solution Steps

Select the Domain for Proceed to Improvement Roadmapping?

XOR Problems / Create Why? Solution Executive Opportunities Roadmap Plan Management YES NO

Transformation Evangelist

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Roadmapping (Select ET Framework) Select ET Framework Roadmapping

Framework Selection Consider 5 Days 3 People 15k USD Framework Awareness Maturity (High Level) Next Steps 5 Days 5 People 20k

Roadmapping Phase Proceed to Approved Initiation?

XOR

Attend Review Business Executive Awareness Case Management Form ET Project Workshops Board YES NO

Framework Support Awareness Support Workshop

Attend Discover Evaluate Present Frameworks Awareness Frameworks Workshops Business Case

Create Select Select Business Case ET Project Framework Framework Board Shortlist

Pragmatic Evaluate Create Initiation XOR Framework Selected Maturity Plan

“other” Framework Selected

Other Conduct “other” XX Framework Framework Workshops Providers Follow “other” Framework Process

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Initiating (Understand ET Framework)

Understand ET Framework Initiating

5 Days 5 People 20k USD Framework Training Agree Vision Next Steps 20 Days 5 People 0k USD

Initiation Review Business Proceed to Phase Case Elaboration? Approved

Executive Management YES XOR NO

Present Business Case

ET Project Attend Review Board Framework & Sign-off Training

Conduct Framework Support Training

Attend Create Create Create Framework Transformation Elaboration Plan Business Case Training Vision ET Project Team Define Risk Members Mitigation Strategies

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Elaborating (Plan Rollout of ET Framework)

Plan Rollout of ET Framework Elaborating

20 Days 5 People 0k USD Consider Maturity Next Steps 60 Days 10 People 150k USD

Review Business Proceed to Elaboration Case Construction? Phase Approved Executive Management YES XOR NO

Present Business Case

ET Project Review Create Board & Sign-off Business Case

Support

Create Maturity Define Current Define Create Model State Target Construction State Plan

Create Risk Define Risk Register Mitigation

ET Project Strategies Team V Members Define Metrics

Mitigate Risks

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Constructing (Develop ET Changes)

Develop ET Changes Constructing

60 Days 10 People 150k USD Mitigate Risks & Construct Methods, Artefacts, Culture, Environment Next Steps 30 Days 40 People 0k USD

Construction Review Business Proceed to Phase Case Transition? Approved Executive Management YES XOR NO

Present Business Case

ET Project Review Create Board & Sign-off Business Case

Support

Mitigate Risks Develop Methods

Develop Create Artefacts Transition Plan

ET Project Team Develop Members Culture

Develop Environment

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 Adoption Actions > Transitioning (Rollout ET Changes)

Rollout ET Changes Transitioning

30 Days 40 People 0k USD Modify Methods, Artefacts, Culture, Environment Next Steps

Review Business Proceed to Case Adjust? Transition Phase Approved

Executive YES XOR NO Management

Present Business Case

ET Project Review Create Board & Sign-off Business Case

Support Support

Mitigate Risks Create Adjustment Plan

Rollout Methods V Measure & Rollout Analyses Artefacts Success ET Project Team Members Rollout Culture

Rollout Environment

2 www.PragmaticEA.com © Pragmatic EA Ltd (2008-2017) v1.3a April 2017 APPENDIX APPENDIX

APPENDIX

www.PragmaticEA.com v1.1 October 2015 © Pragmatic EA Ltd (2008-2017) APPENDIX Background · We Care About Enterprises WHY? · We Care About the People who Direct, Operate, Transform and Support Enterprises WHERE? · Born from Observing Failure · PEAF v1 Released 2008 (v3 2014) WHEN? · POET v1 Released 2014 · Common Sense. Logic, Architecture, Engineering, WHAT? Altruism, Honesty Integrity, Persistence, Passion HOW? · 150,000 Hours Thinking, 20,000 Hours Creating · Kevin Lee Smith · 35+ Years in all phases of Enterprise Transformation WHO? · Belbin: Plant · DISC: (7414) Result-Oriented · MBTI: (INTJ) Independent, Individualistic, Visionary

www.PragmaticEA.com v1.1 October 2015 © Pragmatic EA Ltd (2008-2017) APPENDIX Keypoints

www.PragmaticEA.com v1.1 October 2015 © Pragmatic EA Ltd (2008-2017) 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 2 ¨ The Pragmatic EA website www.PragmaticEA.com is the official source for all PF related materials.

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Connecting the DOTS

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