How was Training?

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“It gave me a greater understanding of EA and its principles” - Enterprise Architect, Hasbro, USA, Dec 2012

Recommend PEAF?

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“Yes - Cost, easy to implement.” - Enterprise architect, stg, USA, Feb 2015







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 RequisitePro.

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 domain.

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 whole.

Pragmatic is currently tracking over 400 Enterprise Transformation tools. Pragmatic aims to categorise and compare them all. This work is currently in progress…

 

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