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Index

PF2

Head

PF2

Section

Introduction

Companies
Pragmatic EC
Licensing
Books and Training

Training

Toolkit Overview
Toolkit
Pragmatic Publishing Platform
Reading Approach

Language

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

Pragmatic

Effectiveness
Efficiency
Quality Time
Fundamentals
Thinking
Sustainability
Empowerment

Context

Section

Ontologies

Enterprise

Paradigm Shift
DOTS
Board Structure
Department Mapping
Department Percentages

Structural

MACE
Relationships

Transformational

MAGMA

Framework

EMMA
Composition

Frameworks

Applicability
Coverage
X Frameworks
Connecting the DOTS
Direction
Operating Model
Operation
Operating Model
Transformation
Operating Model
Support
Operating Model

POET and PEAF

Relationships
Influences
Versions

POET

Head

Context

Section
Context is King
Types

Why Use POET

Sage Words
Enterprise Viability
Basic Premise
70 of All Change Initiatives Fail
WE Deming
The Transformation of Transformation

How POET Helps

Fundamental
An Operating Model for Transformation
Toolkit

Where POET and PEAF Fit

Theory and Complexity
Content vs Benefits
PEAF vs TOGAF Trends
Other Frameworks
Detail
PEAF and the TOGAF ADM

Level of Guidance

Detail

Zachman

Basic Message
Missing Perspective and Model

Mapping to POET

Overall
Architect Engineer
Why How
How When What Where Who
Perspectives and Models

Methods

Section

Overview

Phases
Basics
Strategising
Roadmapping
Project Execution
Governance and Lobbying
Pattern
Models
Example Roles and RACI Patterns

Governance and Lobbying

Transformation Synchronisation
yin and yang
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Disciplines

Overview
Phase
Artefacts
Orchestration
Requirements Management
Analysis and Design
Discovery
Governance and Lobbying
Modelling

Artefacts

Section

Overview

Levels
Basics
Structural MACE
Relationships
Transformational MAGMA
Relationships

MACE and MAGMA Derivation

Structure
Strategy
Execution
Fundamental Types
Levels

Mapping

POLDAT
BMM
EBMM

Ontology

Basics
Mapping to Phases
Volatility Volume Impact and Population
Two Whys
Recursive Model Abstractions
Structural and Transformational
Business Model Operating Model Capability Model and Roadmaps
Current Intermediate Target

Meta models

Hybrid

Culture

Section
Culture Trumps Everything
The Power of Culture
Immense Problems
Immense Opportunities
Slaves to Psychology
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
The Prison of Two Ideas
Do You Lie to Yourself
The Dunning Kruger Effect
The Peter Principle
The Best Managers Are Sociopaths
Personality Traits

Decisions Decisions Decisions

Cultural Types
Making Them
Changing Them
The Red Button
Jumping to Conclusions

Architecture and Engineering

Yin and Yang
Merged
Comparison
What are you

Application

Inter Phase
Intra Phase
Overall

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

Environment

Section

The Architecture Paradigm

What is Architecture

Purpose

Its Not What You Think
Structural Complexity
Transformational Volatility
Transformational Complexity
Contextual Volatility and Complexity

Justification

Applicability
Cost and Ability
Investment
Procrastination
Why and How
Abstraction and Elaboration
Relationships
The Value is in the Lines not the Boxes
Patterns
Models Meta Models and Semantics

Frameworks

Number and Growth
How POET Helps

Tools

Number and Growth
How POET Helps
Coverage
Integration

Adoption

Section

Overview

Adoption Process
Adoption Output
Iteration
Iterations

Barriers to Adoption

Domain Blindness
The Red Pill
Timing Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Framework Misinterpretation
Reality Avoidance
Its Just Not Sexy
Save the Drowning Children

Maturity Model

Adoption Structure
Overview
Recognisable
Pragmatic
Guidance
Measures
Enterprise Transformation Maturity Canvas
Detailed
Assessment
Enterprise Transformation Maturity Canvas
Tools
Results
Detailed
Motivation

Methods

Problems Opportunities

Phases
Governance and Lobbying
Issues

Artefacts

Problems Opportunities
Issues

Culture

Issues

Environment

Issues
Actions
Overview

Strategising ET

Why Should I Care
Roadmapping Select ET Framework
Initiating Understand ET Framework
Elaborating Plan Rollout of ET Framework
Constructing Develop ET Changes
Transitioning Rollout ET Changes

PEAF

Head

Context

Section

Why Use PEAF

Basic Premise

What Is Enterprise Architecture

Bridging the Gap
You Decide
Relationship to Other Architectures
EA and SA

160 Char Challenge

The Question
Raw Word Cloud
Analysed Answers
Analysed Word Cloud
Description
Simplified Description

How PEAF Helps

Fundamental
An Operating Model for Enterprise Architecture
Toolkit

Where to Start

Can I start with one Department
EA Catalysts
The First Step is Always the Hardest
Vision
Goals
Strategies
Tactics
Objectives

Methods

Section

Phases

Overview
Strategising
Process
Roadmapping
Intermediate Journey
Create update Intermediate Models
Create update Portfolio Model
Enterprise Transformation Strategy
Process
Governance and Lobbying
Overview
Dovetailing with the Project Process
Strategic vs Tactical
Transformation Debt
Ratio

Governance and Lobbying

Process

Disciplines

Modelling
Populate The Model
Provide EA Education

Artefacts

Section

Ontology

Structural and Transformational
Business Model Operating Model Capability Model and Roadmaps
Model Relationships

Meta models

Business

IT Strategy

Enterprise

Transformation Strategy
Transformational
Debt Agreement
Structural

Principles

Overview
Types

Culture

Section

Risks

The Brick Wall of Misconception
Many People Hate EA

Enterprise Architect

Two Types

Type 1

Requirements
Duties

Type 2

Requirements
Duties

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison

Roles

Overview
SIB Strategic Investment Board
EASG Enterprise Architecture Steering Group

Projects

Traditional vs Pragmatic
Relationships

Environment

Section

Frameworks

PEAF

Comparison

Criteria
Raw Scores
Overall
Example Weightings 1
Example Weightings 2

Tools

Coverage
Vendors

Evaluation

Requirements
Process
Raw Scores
Weighted Scores
X Requirements

Adoption

Section
Guidance
Measures
Overall
Assessment
Results
Motivation

Methods

Problems Opportunities

Strategising
Roadmapping
Governance and Lobbying
Issues

Artefacts

Problems Opportunities
Issues

Culture

Issues
Risk

Environment

Issues

Frameworks

Why use a PM Framework
Why use an EA Framework

Tools

Types

Issues

Ability to Use Information
Effort to Maintain Information
Fundamentals
Can I use my CMDB
Technical Content
Entities
Attributes
Actions

Overview

Overall

Strategising EA

Why Should I Care
Roadmapping Select EA Framework
Initiating Understand EA Framework
Elaborating Plan Rollout of EA Framework
Constructing Develop EA Changes

Constructing

Methods

Setup EA Governance
Prepare Process Change

Artefacts

Define the EA Meta model

Culture

Prepare EA Education
Prepare Culture Change

Environment

Select an EA Modelling Tool
Transitioning Rollout EA Changes

Transitioning

Methods

Rollout Process Change

Artefacts

Setup the EA Meta model

Culture

Provide EA Education
Rollout Culture Change

Environment

Rollout EA Modelling Tool

PF2

Appendix

Section
Background
The Author
Keypoints
Sources and Resources
Tail
   

The Complete Pragmatic

Family of Frameworks

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The ETMC is constructed from the fundamental phases and levels defined in POET.

For the phases, we can consider the Methods being executed and the Culture that exists while they are executed.

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Questions to ponder...

Do you think the ETMC is a good way to get a high level view of the maturity of your Transformation capability?

If not, why not? What would you change?

How would your Enterprise fair?

Who in your Enterprise do you need to speak to, in order to kick of an evaluation?

Adopt this component by...

Management: Use the ETMC to pragmatically expose the good the bad and the ugly with respect to your Transformation domain.

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