In relation to the Transformation of Enterprises, there are
many tools (Pragmatic EA are tracking hundreds) that have been
produced to help Enterprises deal with Enterprise Transformation in a more
effective and efficient manner
These tools come in are of various types; Governance, Risk, Compliancy
tools, Portfolio, Program, Project Management tools, Business, IT Strategy
tools, Enterprise, Solution, Technical Architecture tools, Software Engineering
tools, Change Management tools, Configuration Management tools, CASE tools, Test
Management, Load Testing, Stress Testing tools, etc, etc, etc.
Each of these tools has been designed and engineered to
operate with a specific domain or context, for example; strategic planning,
project management, enterprise architecture, software design and development,
service management, change management, etc, etc, etc.
We could categorise tools in different ways:
Scope - Some tools exist to help
with Strategising or Roadmapping, while others exist to help with the design of
systems, or a particular discipline such as Project Management.
Type - Some tools deal only with
Structural elements of Transformation (Categories, Ontologies, meta-models)
like Archimate while others deal more with Procedural elements of
Transformation (Methods, Practices, Processes) like MS Project or Rational
Like many things, these tools have grown and evolved
organically and expanded their scope and areas of interest as they themselves
have matured This has happened as the tool vendors have responded to requests
from their clients for increased functionality and also as they see
opportunities to expand into other lucrative areas. It’s very rare that a tool
vendor will tell you that their tool does not do something! Project Management
tools grew into Portfolio Management tools and vice versa, modelling tools that
were created to model one thing have expanded into modelling other things.
How successful tools have been in morphing themselves into
areas they were never designed to operate in is largely subjective, and opinion
tends to be driven by allegiances and crusades. In addition all of these tools
have been designed and built in isolation - to optimise specific parts rather
than the whole.
So, the problem is not the lack of tools. The problem is the
abundance of tools. Because of this, there are overlaps, gaps, inconsistencies
and clashes. In short, total confusion. So the tool providers, whose primary
aim is to provide clarity in their domain, have created confusion in the wider
Consequently people have adopted these tools in a similarly
haphazard fashion, optimising specific parts but never considering the whole.
Perhaps starting in one area and then finding themselves being subtly pulled
into other areas. They have been optimising the parts at the expense of the
Pragmatic is currently
tracking over 400 Enterprise Transformation tools. Pragmatic
aims to categorise and compare them all. This work is currently in progress…