Pragmatic Frameworks

PF2

Head

PF2

Section

Introduction

Training

Pragmatic Publishing Platform

Reading Approach

Language

I Didnt Mean What You Heard

What is a System

What is an Enterprise

What is Transformation

Pragmatic

Context

Ontologies

Enterprise

Department Percentages

Structural

Transformational

Framework

Frameworks

POET and PEAF

POET

Context

Why Use POET

70 of All Change Initiatives Fail

WE Deming

The Transformation of Transformation

How POET Helps

Fundamental

An Operating Model for Transformation

Toolkit

Where POET and PEAF Fit

Theory and Complexity

PEAF and the TOGAF ADM

Level of Guidance

Detail

Zachman

Basic Message

Missing Perspective and Model

Mapping to POET

Overall

Architect Engineer

Why How

How When What Where Who

Perspectives and Models

Methods

Overview

Governance and Lobbying

Pattern

Models

Example Roles and RACI Patterns

Governance and Lobbying

Transformation Synchronisation

yin and yang

Technical Debt

Technical Debt vs Transformation Debt

Transformation Debt

Disciplines

Requirements Management

Analysis and Design

Discovery

Governance and Lobbying

Artefacts

Overview

Transformational MAGMA

Relationships

MACE and MAGMA Derivation

Mapping

Ontology

Volatility Volume Impact and Population

Two Whys

Recursive Model Abstractions

Structural and Transformational

Business Model Operating Model Capability Model and Roadmaps

Current Intermediate Target

Meta models

Hybrid

Culture

Section

Culture Trumps Everything

The Power of Culture

Immense Problems

Immense Opportunities

Slaves to Psychology

Is All Value Easy to See

I Was Only Doing What I was Told

Are You Better Than a 5 Year Old

Who Decides

Absolute Power Corrupts Absolutely

Style over Substance

The Halo Horn Effect

The Prison of Two Ideas

Do You Lie to Yourself

The Dunning Kruger Effect

The Peter Principle

The Best Managers Are Sociopaths

Personality Traits

Decisions Decisions Decisions

Jumping to Conclusions

Architecture and Engineering

Application

The Architect

What Does An Architect Do

Architect or Charlatan

The Pragmatic Architect Creed

Language

Environment

Section

The Architecture Paradigm

What is Architecture

Purpose

Its Not What You Think

Structural Complexity

Transformational Volatility

Transformational Complexity

Contextual Volatility and Complexity

Justification

Abstraction and Elaboration

Relationships

The Value is in the Lines not the Boxes

Patterns

Models Meta Models and Semantics

Frameworks

Tools

Adoption

Overview

Barriers to Adoption

Unconscious Degradation

False Accomplishment

Oversimplification

Framework Misinterpretation

Reality Avoidance

Its Just Not Sexy

Save the Drowning Children

Maturity Model

Enterprise Transformation Maturity Canvas

Detailed

Assessment

Enterprise Transformation Maturity Canvas

Methods

Problems Opportunities

Phases

Governance and Lobbying

Issues

Artefacts

Problems Opportunities

Culture

Environment

Strategising ET

Roadmapping Select ET Framework

Initiating Understand ET Framework

Elaborating Plan Rollout of ET Framework

Constructing Develop ET Changes

Transitioning Rollout ET Changes

PEAF

Head

Context

Section

Why Use PEAF

Basic Premise

What Is Enterprise Architecture

Bridging the Gap

You Decide

Relationship to Other Architectures

160 Char Challenge

Simplified Description

How PEAF Helps

Fundamental

An Operating Model for Enterprise Architecture

Toolkit

Where to Start

Can I start with one Department

EA Catalysts

The First Step is Always the Hardest

Methods

Phases

Create update Intermediate Models

Create update Portfolio Model

Enterprise Transformation Strategy

Process

Governance and Lobbying

Overview

Dovetailing with the Project Process

Strategic vs Tactical

Transformation Debt

Ratio

Governance and Lobbying

Disciplines

Artefacts

Ontology

Structural and Transformational

Business Model Operating Model Capability Model and Roadmaps

Model Relationships

Meta models

Business

IT Strategy

Enterprise

Transformation Strategy

Principles

Culture

►

Section

Risks

The Brick Wall of Misconception

Enterprise Architect

Type 1

Type 2

The Management vs The Workers

Most Valued Player MVP

Comparison

IT vs The Business

Is IT Special

What vs How

Yes But Not Because its IT

When Two Tribes Go To War

Should IT Ever Say No to The Business

Comparison

Roles

Overview

SIB Strategic Investment Board

EASG Enterprise Architecture Steering Group

Projects

Traditional vs Pragmatic

Environment

Frameworks

Comparison

Tools

Evaluation

Adoption

Methods

Problems Opportunities

Strategising

Roadmapping

Governance and Lobbying

Issues

Artefacts

Problems Opportunities

Culture

Environment

Frameworks

Why use a PM Framework

Why use an EA Framework

Tools

Types

Issues

Ability to Use Information

Effort to Maintain Information

Overview

Strategising EA

Roadmapping Select EA Framework

Initiating Understand EA Framework

Elaborating Plan Rollout of EA Framework

Constructing Develop EA Changes

Constructing

Methods

Setup EA Governance

Prepare Process Change

Artefacts

Define the EA Meta model

Culture

Prepare EA Education

Prepare Culture Change

Environment

Select an EA Modelling Tool

Transitioning Rollout EA Changes

Transitioning

Methods

Rollout Process Change

Artefacts

Setup the EA Meta model

Culture

Provide EA Education

Rollout Culture Change

Environment

Rollout EA Modelling Tool

PF2

Appendix

Sources and Resources

Tail

The Complete Pragmatic

Family of Frameworks

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Questions to ponder...

With respect to your Enterprises EA capability, what Culture exists?

Is the Culture documented? Understood?

Is it fit for purpose?

Are they used? All the time? Only when it suits?

What parts are Good? Why? Bad? Why?

Adopt this component by...

C-Suite: Instigate a review of the Culture used for Enterprise Architecture, to determine if its maturity is appropriate.

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