The Complete Pragmatic Family of Frameworks

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Update Planning Models


The Target Model is an aspirational model. In some respects it is also an inspirational model.

It represents what some people may call the “perfect world”. Assuming that the definition of a “perfect world” is “something that is not attainable” then Target Model is not a “perfect world model”. The Target Model should be attainable given enough resource and time.

The Target Model is also an inspirational model. It provides a reasonably clear statement as to what the Enterprise would look like in the future. The more people that understand that in an Enterprise the more chance it has of attaining it.

Documenting, understanding and distributing a clear statement of the Target state provides everyone with a goal state to aim at. This goal state can be created from the current state. However, Defining the Target state without regard to the current state means although you know where you are going, you cannot plan how to move from the undefined current state to the target state. You cannot do gap analysis or intermediate states.


Because it is defining the Enterprise at some point in the future - usually with a 5-10 year time horizon. Its scope, depth and detail is not as high as the current model. It is meant to contain a broad brush definition of the target with only enough detail to convey what is important about the target.


In order to populate the Target Model, the Enterprise Strategy Model is required, or at least should be populated at the same time.

The Target Model can be populated without first populating the Strategy model, however, all the information required to populate the strategy model is still required and therefore it is usually better to model this first as modelling the information will clarify and make sure the information is valid, complete, consistent and correct.

It is also prudent to include a review of any outstanding Transformation Debt™ and to remove it if possible. While having specific Remediation projects to remove Transformation Debt™ is not out of the question, it is more likely (efficient) that any reduction is carried out by including the necessary work in other existing projects that are “touching” that part of the Enterprise.


Much like the Strategy Model, once defined the Target Model is not set in stone.

It is reviewed on an annual basis during the annual business planning cycle and also whenever a major event causes the Enterprise to rethink its Target Model. E.g. A Merger or acquisition.


¨      Provision:         Strategic Planning Team.

¨      QA:                  The Board & Senior Management.

¨      Modelling:         Anyone trained in the tool being used.

¨      Update:             Strategic Planning Team.


Populating the target model is the result of analysing the Strategy Model and the Current Model (if it exists).

¨      Analyse the Strategy / Strategy Model

¨      QA the information

¨      Load the information

¨      Integrate the Information


Questions to ponder...

Does this process match your Enterprises process for doing Roadmapping?

If not, is their anything missing?

Does it feed currently existing Transformation Debt into the mix?

How would you mature your Enterprises Roadmapping process?

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