PEAF effectively defines a Logical Model for the Enterprise
Architecture domain. As such, PEAF should be used in the same way as any other
Logical Model - a means to organise and orchestrate all the physical parts of
the EA capability in an Enterprise together, into a coherent whole, whose focus
is the end to end efficiency and effectiveness of the whole domain, not the
efficiency or effectiveness of only its parts.
A Logical Model does not tell people exactly what to do,
when, how and with what. If it did, it would not be an Logical Model and it
would not fulfil its purpose.
Think Strategically. Act
“How should I use PEAF?” is a common and perfectly
reasonable question. However, it can be closely followed by …
“It’s too big - I can’t tell someone we
are going to improve the Methods, Artefacts, Culture and Environment of
everyone and everything related to Transformation - it’s just too big! No one
is going to go for that!”
Which incorrectly implies:
We are advocating that there should be a massive project to
improve the whole of the EA domain in one fell swoop.
Whilst PEAF encompasses the entire EA domain (Strategising,
Roadmapping and Project Governance) this does not mean that an Enterprise
should embark on improving the entire EA domain in one fell swoop.
Tactical and piecemeal changes to parts of the EA domain is
a way to improve things (evolution no revolution) but
these changes need to be made in the context of a wider plan and an
understanding of how the part that is being changed, relates to the larger and
more important whole.
Most Enterprises do make some (not enough) changes to How they “do” EA. Maybe they create some principles.
Maybe they buy an EA modelling Tool. There is nothing wrong with that per se.
What is wrong, and where many problems come from, is that they do so without a
clear understanding of how the part they are changing is related to other parts
of the EA domain. It is akin to travelling without any clear idea of where
your ultimate destination.
PEAF allows Enterprises to think strategically so they can
then act tactically with respect to increasing the maturity of the Enterprise
Architecture domain instead of just acting tactically.
But the people in Enterprises can only think strategically
if they are given time to think. If an
Enterprise constantly drives its people to act and discourages them from doing
anything else (because if you are not acting then you are not working) then
they will be acting tactically without thinking strategically. This means that
you will almost certainly win the battle. It also means that you will almost
certainly lose the war.
What Logical Model for
Enterprise Architecture does your Enterprise use?
If it doesn’t use one, do you
think it would be beneficial if it did?
Does your Enterprise think
strategically and act tactically or just act tactically (with respect to
improving How it “does” EA)?
What initiatives has your
Enterprise undertaken to improve How EA is effected?
Where those initiatives aimed
at optimising one part of the EA domain (at the expense of the whole) or at
optimising the whole of the EA domain (at the possible expense of the parts).
What did your Enterprise use
to ensure that those initiatives fitted into a holistic and coherent
If it didn’t use anything, do
you think it would be beneficial if it did?