How was Training?


Very good. Enjoyed the content and now have a clear and simple framework to use which anyone in the Enterprise will be able to understand. - Strategy Consultant, Freshfields, UK, Sep 2010

Recommend PEAF?


Yes - Because it is straight to the point as opposed to what I found in Togaf approach. - Architect, GRU Airport, Brazil, Jan 2015

  Introduction   Context   Methods   Artefacts   Culture   Environment   Adoption  




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How an Enterprise effects Transformation is becoming a Strategic Strength or a Strategic Weakness. Whether you realise it or not!

EA is about bridging the gap between Strategy and Execution

X Architecture is the fundamental structure of X, set in its context.

EA and SA are not the same thing. EA is not just big SA.

Use PEAF to take a coherent and holistic view of the Strategising and Roadmapping (EA) Transformation phases of your Enterprise.

Use PEAF to Tactically improve parts of EA, in the context of the Strategic whole.

Use the PEAF Toolkit to kick-start maturing your EA capability, by concentrating on the key processes and products.

The "scope" of EA (at a point in time) is determined by the Enterprise Strategy (at a point in time) not on a Department or Business Unit level.

Lever large change initiatives (catalysts) as the perfect opportunity to increase your EA maturity.

The most important step is the first. To start...

Increasing your EA maturity must be born from the Strategic Goals of the Enterprise.

EA Goals: The purpose of EA is to improve the Effectiveness, Efficiency, Agility and Durability of Transformation.

EA Strategies: By Supporting the Management of the Cost, Risk, Flexibility and Quality of Transformation.

EA Tactics: Using Structural and Transformational Models, Performing EA Governance and Managing Enterprise Debt.

The Objective of using an EA Framework is to Increase your Maturity in how you utilise the Architecture Paradigm.



EA supports the Strategising phase.

Roadmapping is "doing" EA.

EA performs Governance down, and accepts Lobbying up from Projects.

Be aware that while a project may be deemed to be Strategic by the business, it could be being delivered using a Tactical solution.

Over time, increase the amount of Transformation work done in a Strategic fashion, while decreasing the amount of Transformation work done in a Tactical fashion.

Raise Enterprise Debt waivers to expose: 1. The cost of Compliance. 2. The cost of Non-Compliance. 3. The cost of remediation.

Enterprise Debt only becomes real when a project finishes.

Manage Enterprise Debt.

Ensure that Enterprise Strategy is captured in a structured way.

Feed outstanding Enterprise Debt into Roadmapping.

EA is not a destination, it is a journey.

Create intermediate models to satisfy Business and Technical Objectives from the Enterprise Strategy.

Create a project portfolio to effect transformation between the intermediate models.

Create the Enterprise Transformation Strategy by creating interlocking Business and IT Transformation Strategies.

Make sure EA Governance reviews: 1. The Business Problem. 2. Solution Options. 3. Solution.

When Modelling: 1. Define the Question. 2. Determine the Data. 3. Populate the Model. 4. Integrate Datasources. 5. Answer the Question.

Treat the Population of Model Data as a Data Migration exercise.

Provide continuous EA Education.



Enterprise Context, Contextual and Conceptual information levels are part of the EA domain.

Enterprise Strategy is formed from the Current Enterprise Context and Operating Model, the Target Enterprise Context and Operating Model, and the Business Model.

Develop the IT Strategy at the same time as the Business Strategy in an integrated way, not after the Business Strategy is thrown over the wall.

Define the Motivation, Actions, Guidance, Measure and Assessment entities, you need to create the Business and Roadmap Metamodels.

The purpose of a waiver is to expose Enterprise Debt.

Define the Method, Artefact, Culture and Environment entities, you need to create the Enterprise Context, Operating Model and Capability Model Metamodels.

Create Principles from Best Practice and your Enterprise Strategy.

Categorise Principles by: 1. The area they relate to (based on MACE). 2. The domain they are applicable to (based on DOTS).



Every Enterprise already has an EA, already "does" EA, and already employs EA's, regardless of whether the EA moniker is used or not.

Don't blame EA for the many who use it incorrectly and fail dismally.

Increasing your EA maturity is an adjustment to your existing Methods, Artefacts, Culture and Environment, not bolting on a new set.

Increasing your EA maturity should be by iterative steps along the maturity road, not a massive one-shot project. It is an adjustment to existing your MACE, not bolting an new set on.

Enterprise Architects will not be taking Strategic decisions out of others hands. EA is a strategic decision support function.

There are many risks related to increasing your EA maturity. 99% of these are misconceptions. If you do not address them, YOU WILL FAIL.

Many people will hate EA because: 1. It exposes problems and mistakes, 2. It breaks down silos and fiefdoms, 3. It's about long term benefits to the Enterprise, rather than short term benefits to individuals.

Recognise that there are two types of EA: 1. Those that improve how EA is done. 2. Those that "do" EA (Strategic Transformation Planning and Governance).

Type 1 Enterprise Architects help an Enterprise to increase their EA maturity.

Type 2 Enterprise Architects do Strategic Transformation planning.

While "firefighters" are always necessary, more resources need to be brought to bear as "fire prevention officers".

Model the culture between the Management and Workers. You cannot change what you don't understand and you cannot understand what you cannot see.

HOW each part of your Enterprise does what they do, shows the real contribution toward achieving the Enterprises Mission.

IT is special not because it is IT, but because IT tends to be responsible for a large part of HOW an Enterprise does what it does.

Recognise and deal with the fact that IT and The Business do constitute "Two Tribes".

IT should never say "No" to the Business. It should say "Yes, but...".

Model the culture between IT and "The Business". You cannot change what you don't understand and you cannot understand what you cannot see.

Create a Strategic Transformation Investment Board (STIB) with allocated budget and power.

Create an Enterprise Architecture Review Group.

Allowing Project Managers to rule the roost is a way to guaranteeing failure.

Organise projects around a partnership between the Project Manager, the Architect and the Business Analyst.



When adopting PEAF, make sure you analyse how it integrates with other Frameworks you use or intend to use using POET.

Make sure your EA Tool can deal with Structural (MACE) and Transformational (MAGMA) information and that it integrates with other related tools.

Make sure you are aware of, and consider, all the EA Tool Vendors in the market.

Use the X-Requirements as the key gating criteria when assessing EA Modelling Tools.

Tools that satisfy requirements by Customisation rather than by Configuration or Out-of-the-box, should be avoided.

Be aware that many Tool vendors can be very economical with the truth.




Consider Maturity from the perspective of the Definition & Operation of the Methods, Artefacts, Culture and Environment.

Perform an Enterprise Architecture Maturity Assessment using the PEAF Enterprise Architecture Maturity Assessment spreadsheet.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Methods used for Strategising.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Methods used for Roadmapping.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Methods used for Governance & Lobbying.

Define the Problems you face or the Opportunities you wish to exploit, with respect the Artefacts used for the Enterprise Context, Contextual and Conceptual levels.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Culture used for Strategising, Roadmapping and Governance/Lobbying

Adopt PEAF using the phases of Transformation defined in POET.

First, start by getting the management to decide whether they care about EA or not.

Second, review and select an EA Framework.

Third, get training on the selected EA Framework and develop an EA Vision.

Fourth, consider your EA maturity and plan for development and rollout of EA changes.

Fifth, develop the EA changes required.

Sixth, rollout the EA changes into production.


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