The Complete Pragmatic Family of Frameworks

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This raw ETMC output can then be categorised and analysed to provide a high level view of the maturity of an Enterprises Transformation capability, and aids decisions to concentrate on what parts require more attention.

It shows the levels of maturity for each phase (in terms of the methods and Culture used), and for each level (in terms of Artefacts and Environment - aka tools and frameworks).

This example show’s a typical Enterprise, where the levels towards the bottom are more mature than the levels at the top. This pattern tends to be common because the further down the phases you go, the more real and concrete things have to be, and so the maturity literally has to be at a certain level otherwise nothing would be produced at all.

The following is an example of a report that could be generated from such an Assessment using the ETMC.

Management Summary



Overall the workshops raised 17 Good comments, 182 Bad comments, and 74 Suggestions for improvement. Suggestions can be thought of Bad comments expressed in a positive way, and Bad comments can be thought of Suggestions expressed in a negative way.

This graph shows the overall numbers of “Bad” + “Suggestions” in the 4 main categories.

The following 3 graphs illustrate the numbers of each good/bad/suggestion comment, split into each phase and level.

Method and Culture


Artefacts and Environment (IT)



Key Findings

1.      The major areas of concern are around the Methods and Culture in play.

2.      In general the latter phases of projects (where the rubber meets the road) are better than the previous phases although it should be noted that these “better” phases seem to be largely due to the goodwill of people working in those areas “going above and beyond” on a continuous basis, and that these “better” phases still have some significant problems. This “going above and beyond” is as a response not only to the poor Methods, Artefacts, Culture and Environment (IT) employed, but also to compensate for the poor work done in previous phases.

3.      The Roadmapping phase is the worst (the core of “doing” EA) . While a low level of maturity in EA is not a problem in itself, most of the problems causes in subsequent phases are as a direct result of the current level of EA maturity.

4.      The workshop has also shown that the preceding phase (Strategising, where the Business Model, Business Strategy and Operating model should be defined) and the following phase (Initiating, where Solution Architecture is commonly done) also have major problems which cause serious knock on problems in other areas.


The Company’s Transformation capability is strategically important. Not only to its survival in the medium to long term, but also crucially important to its ability to grow in the way it wishes to in the short term.

The amount of projects (and the importance of those projects) that The Company is executing will only rise, and is the primary method by which it will achieve the Objectives of the Business Strategy. It is therefore imperative that the maturity of how it effects Transformation (effectiveness, efficiency, agility and sustainability) is appropriate. This is currently far from the case and not only applies to EA.

It is obvious that any problems created in earlier phases can have massively detrimental, if not catastrophic effects further down the phases (and therefore into production and live operation) and therefore the fact that it is the first three phases that have the most problems which makes immediate action imperative.

Although the initial remit for the “EA work” was to improve how The Company did EA, it is now obvious that since EA (Roadmapping phase) is fed by the preceding phase (Strategising) and feeds into the following phase (Initiating), it would seem wholly inefficient to look at improving the Roadmapping phase (EA) without also looking at improving Strategising phase (Business Strategy) and the Initiating phase (SA).

1.      Perform a more detailed maturity assessment of Strategising, Roadmapping (EA) and Initiating (SA).

2.      Do a root cause analysis to determine the ultimate problems.

3.      Document the current Methods, Artefacts, Culture and Environment used.

4.      Decide on the Methods, Artefacts, Culture and Environment that are appropriate.

5.      Design and plan the changes required to bridge that gap.

6.      Rollout the changes.


Detailed Maturity Assessment


Root cause analysis


Document current state


Define Target State

Define Changes


Rollout changes



Questions to ponder...

Why do you think that many Enterprises have more red post-it notes in the initial stages of Transformation?

Why do you think that many Enterprises have more green post-it notes in the later stages of Transformation?

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