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Index

PF2

Head

PF2

Section

Language

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation

Context

Section

Ontologies

Enterprise

DOTS

Structural

MACE
Relationships

Transformational

MAGMA

Framework

EMMA
Composition

Frameworks

Direction
Operation
Transformation
Support

POET

Head

Context

Section

Context is King

Types

How POET Helps

An Operating Model for Transformation

Methods

Section

Overview

Phases
Basics
Strategising
Roadmapping
Project Execution
Governance and Lobbying

Governance and Lobbying

Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview

Artefacts

Section

Overview

Levels
Basics

Ontology

Business Model Operating Model Capability Model and Roadmaps

Culture

Section

Architecture and Engineering

Yin and Yang
Merged
Comparison

Environment

Section

The Architecture Paradigm

Purpose

Structural Complexity
Transformational Volatility
Transformational Complexity

Justification

Applicability
Abstraction and Elaboration
Models Meta Models and Semantics

PEAF

Head

Context

Section

What Is Enterprise Architecture

Bridging the Gap
You Decide
Relationship to Other Architectures

160 Char Challenge

Description
Simplified Description

How PEAF Helps

An Operating Model for Enterprise Architecture

Methods

Section

Phases

Overview
Strategising
Roadmapping
Enterprise Transformation Strategy
Governance and Lobbying

Transformation Debt

Strategic vs Tactical
Ratio
Over Time

Artefacts

Section

Ontology

Model Relationships

Culture

Section

Enterprise Architect

Two Types

Type 1

Requirements
Duties

Type 2

Requirements
Duties

Roles

SIB Strategic Investment Board
EASG Enterprise Architecture Steering Group

Some Fundamental Definitions










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Justification for the investment required to make the changes necessary to utilise The Architecture Paradigm™ cannot be based on numbers or normal simple cost/benefit justification. Any attempt to do so will end in disaster. Any potential benefits tend to be hard to understand, quantify and express (especially in terms of impact on the bottom line) and the realisation of the benefits after the Transformation of Transformation tend to be slow and cannot be as immediately felt. This is because the benefits of improving Transformation only materialise after subsequent projects (which Transform other things like Operations), execute within that improved Transformation environment.

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Questions to ponder...

Where is your Enterprise on this graph?

Where will it be in the next one, three, five years?

What will you do then?

What will you do now to prepare for then?

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