How was Training?

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I gained a better understanding of the terminology and processes involved in setting up an effective EA program - IT Architect, Hasbro, USA, Dec 2012

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Yes - like as name; not only theoric ; it is pragmatic.. - K, Halkbank, Turkey, Feb 2015

  Introduction   Context   Methods   Artefacts   Culture   Environment   Adoption  

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INTRODUCTION

Be ever vigilant of the hidden confusion that language can create.

The word "System" does not mean IT System, everything is a System.

The Word Enterprise does not mean "large" or "large IT" or "senior". It is a general noun.

Concentrate on the 20% that causes 80% of the effects.

Just doing the right things is no longer enough. You also need to do them in the right way.

Spend more time on Important Non-Urgent work.

Spend more time on fundamentals.

Spend more time thinking. Without thinking, there can be no innovation.

Do everything in a sustainable way.

Management must empower people to be Pragmatic.

Think about structuring your Enterprise in terms of Direction, Operation, Transformation and Support (DOTS).

Appoint a Chief Transformation Officer (CXO).

It is likely that the current CIO or head of PMO is best placed to migrate into the Chief Transformation Officer role.

Fragmenting Strategically important parts of an Enterprise (DOTS) , all over the Enterprise results in a Strategic loss of focus

Think about Structural information in terms of Methods, Artefacts, Culture and Environment (MACE).

Think about Transformational information in terms of Motivation, Actions, Guidance, Measures and Assessment (MAGMA).

Think about using Frameworks in terms of Evaluate, Analyse and Modify supported by a Maturity model (EMMA).

A Framework is an expression of Best Practice comprising guidance in at least one area (Methods, Artefacts Culture, Environment) and optionally information regarding its Context and Adoption.

Pragmatic frameworks are Pragmatic, Well-defined, Complete, Interlocking, Inheritable and Extensible.

Tailor Pragmatic frameworks to your Enterprise.

Use Pragmatic Frameworks (for free) to improve your Enterprise.

Don't dismiss theory as not important.

To understand the whole, you first must understand the whole.

Use POED as an Operating Model for the Direction part of your Enterprise.

Use POEO as an Operating Model for the Operation part of your Enterprise.

There is no hidden connotation to Pragmatic's use of the word "Transformation".

Use POET as an Operating Model for the Transformation part of your Enterprise.

Use POET as the Context for PEAF.

Pragmatic frameworks were mostly influenced by the thinking of Deming and Zachman.

POET grew out of things originally in PEAF, that applied to all of the Transformation space, not just the EA part.

Yes, POET and PEAF are conceptual/logical. That's what makes them so powerful and important! Use POET and PEAF as the context to be able to figure out the changes required to your current Methods, Artefacts, Culture and Environment used to do EA.

 

CONTEXT

Context is King.

Remember that Context is comprised of Requirements and Constraints.

It's not what you do, it's the way that you do it. (And that's what gets results.)

How an Enterprise effects Transformation is becoming a Strategic Strength or a Strategic Weakness.

We have seen the enemy, and the enemy is us (Management).

Spend some time on the Transformation of Transformation, rather than 100% on the Transformation of Operations.

Use POET to take a coherent and holistic view of the Transformation part of your Enterprise.

Use POET to Tactically improve parts of Transformation, in the context of the Strategic whole.

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

Use POET and PEAF to bridge the chasm between Zachman and TOGAF.

Start with POET and PEAF, and then move on to TOGAF if required.

You can't change what you can't see (understand).

If using Zachman, be aware that the Deployer perspective is missing.

METHODS

Adopt the seven phases of transformation: Strategising, Roadmapping, Initiating, Elaborating, Constructing, Transitioning, Using.

Understand the difference between Enterprise Architecture and Enterprise Engineering.

Strategising is what the C-Suite does.

Roadmapping is "doing" Enterprise Architecture.

Initiating, Elaborating, Constructing and Transitioning is "doing" Projects.

Use Governance & Lobbying to connect each phase of Transformation.

Use the Transformation cascade to link the phases together.

Apply the Role and Phase patterns when assigning RACI to roles.

Utilise Governance and Lobbying to synchronise Transformation.

Recognise that Governance & Lobbying are inextricably linked.

Apply the concept of Enterprise Debt. (Application of the Technical Debt concept to all guidance, all phases and all levels of Transformation.)

The future cost of Non-Compliance and Remediation will always be bigger than the current Cost of Compliance.

If you do not control Enterprise Debt it will control you.

Manage Enterprise Debt to achieve Predictability and Stability of Transformation investments.

Invest in reducing Enterprise Debt when times are good, to allow you to lean on Enterprise Debt when times are bad.

The key disciplines to be matured are: Modelling, Discovery, Requirements Management, Analysis & Design, Governance & Lobbying.

Apply the disciplines iteratively.

Use discipline Orchestration to guide the overall work going on in a Phase.

Ensure that requirements are refined at the beginning of a phase not the end.

Ensure that Discovery work is identified and estimated properly.

Use the Architecture and Engineering Paradigms appropriately for Analysis and Design in all Phases.

Ensure that Governance is balanced by Lobbying.

1. Only model things to answer a question. 2. Treat model population as a Data Migration exercise. 3. Integrate/remove source data.

ARTEFACTS

Adopt the seven levels of transformation: Enterprise Context, Contextual, Conceptual, Logical, Physical, Operational, Physical Stuff.

Ensure a common understanding of the domains of the Enterprise Architecture and Enterprise Engineering models.

Ensure that appropriate information from each level is used for each phase.

Ensure that the Logical and Physical levels are populated over time as a deliverable of executing projects.

Be aware that there are two main Whys: 1. Why are we doing it. 2. Why are we doing it this way.

For each phase, be aware that Context comes from above, and levels below Operationalise it.

Map your artefacts to MACE and MAGMA over the seven layers of Transformation, to determine what information is not being captured.

Develop a Hybrid Metamodel for Enterprise Architecture and Engineering modelling.

CULTURE

Culture Trumps Everything. If you do not address the Culture of Transformation, everything else is like a broken pencil...

Do not underestimate the effects of bad culture.

Do not underestimate the effects of good culture.

Accept that we all have mental health issues. (That are largely not under our control!)

Invest time to see true value of things.

Encourage people to respectfully question authority.

Favour future benefits over short term gratification.

Do the right thing, not just because it's what everyone else does/believes.

Management must accept that power is the ability to do work, not the ability to avoid it!

Favour Substance over Style, rather than Style over Substance.

Recognise Cognitive Dissonance, and act accordingly.

Recognise that an individual's Personal culture comes from many places.

Don't talk of bad decisions. Talk of changes to the Context, and/or the Implications that those decisions were based upon.

Incentivise people to push the "Red Button".

Don't jump to conclusions too quickly. "Measure twice, cut once."

Recognise that Architecture and Engineering are two sides of the same coin. Architect horizontally. Engineer vertically.

Recognise the differences between Architecture and Engineering, and use both appropriately.

Recognise that Architecture and Engineering can be used at any level of the Transformation cascade.

Accept and exploit the fact that Architects can easily see things that others find difficult or impossible to see.

Don't quash ideas just because they are impossible. Impossible is just an opinion"

Accept that Architects may appear to be charlatans, even when they are not.

When recruiting Architects, use the Pragmatic Architects Creed to sort the Architects from the Charlatans.

Recognise that for each phase of the Transformation cascade, people speak either a different dialect or language from the phases above and below.

 

ENVIRONMENT

The Architecture Paradigm is only applicable when Structural Complexity and Transformational Volatility are high enough.

As Transformational Complexity rises, use of the Architecture Paradigm becomes mandatory, to preserve your ability to transform, and manage the cost of transformation.

Recognise that as the need to adopt The Architecture Paradigm increases, the appetite (and therefore commitment) to do so, decreases.

Do not overestimate the short term value, or underestimate the long term value, that use of The Architecture Paradigm can provide.

Always ask WHY? (At least 5 times.)

Apply the four types of Abstraction/Elaboration appropriately.

Accept and deal with the fact that the relationships between things rises in a polynomial fashion.

The Value is in the Lines, not the Boxes.

Look for patterns in everything.

Use structured data for all structural and transformational information, and generate "documents" as required.

Use POET to plan how all the frameworks you use, work together.

Map all frameworks you use to MACE, in order to be able to compare them all to each other.

Use POET to plan how all the tools you use, work together.

Minimise the number of Tool interfaces.

 

ADOPTION

When adopting a Framework, accept that the Chasm of Procrastination exists, and bridge it.

Adopt Frameworks by iteration, not in one go.

Think of maturity not only in terms of competence but also in terms of consciousness.

Consider maturity not only in terms of Methods (Process), but also in terms of Artefacts, Culture and Environment.

The first 3 levels of maturity are the most useful for the majority of Enterprises.

Advocate training covers all of the Context, and some of MACE sections. Practitioner training covers the rest of the of MACE sections. Professional training covers all of the Adoption Section.

A set of ready to use documents and presentations.

A toolkit consists of: 1. Prepare processes supported by Foundation products. 2. Implement and Operate phases supported by domain specific products.

P3 allows Enterprises to easily produce and maintain their own Frameworks and publish them to books, their intranet and mobile devices.

Make time to UNDERSTAND how you can use POET and PEAF to improve how you do Transformation.

Make time to USE POET and PEAF to improve how you do Transformation.

Get your Enterprise Eyesight tested regularly.

Use Pragmatics Strategy and Roadmapping processes to get Adoption on the table, instead of an Enterprises current Strategy and Roadmapping processes.

Concentrate on problems & opportunities, rather than selling the solution.

Don't reduce adoption to the point of uselessness.

Use POET and PEAF to make sure you don't make the same mistakes that cause 90% of all EA initiatives to fail.

Adopting a framework is a transformation process itself. Therefore, MAGMA is used to transform MACE from one level to another.

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

Perform an Enterprise Transformation Maturity Assessment using POET Enterprise Transformation Maturity Assessment spreadsheet.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Methods used in each Transformation Phase.

Define the Problems you face or the Opportunities you wish to exploit, with respect the Artefacts used at each Transformation Level.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Culture used in each Transformation Phase.

Define the Problems you face or the Opportunities you wish to exploit, with respect to the Frameworks and Tools used in each Transformation Phase.

Adopt POET using the phases of Transformation defined in POET.

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

Second, review and select an Enterprise Transformation Framework.

Third, get training on the selected Enterprise Transformation Framework and develop a Vision.

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

Fifth, develop the changes required.

Sixth, rollout the changes into production.

 

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