A Pragmatic Briefing for Senior Executives and Stakeholders
Part of the Pragmatic Family of Frameworks
P F2
Enterprise Architecture
Why Should I Care?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
This presentation provides the fundamental information required to
enable senior executives and stakeholders,
to decide whether to invest any time or money in increasing the maturity of their
Enterprise Architecture Capability.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
This presentation runs for a total of 20 minutes and is organised in steps
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
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EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
A decision point is reached after 1 minute where the
viewer can decide to continue or not
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
Another decision point is reached after 3 minutes and
then 4 minutes.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
A final decision point is reached at the end of the
presentation.
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Lets Begin with a Premise…
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Context /6 Why Use PEAF4 Basic Premise
“The only constant is change!” has been the battle cry for many years but just being able to deal with change
is no longer enough. The new battle cry is...“The only constant is the acceleration of change!”
How an Enterprise effects Transformation is becoming a Strategic Strength or a Strategic Weakness, where
massive business opportunities can be gained or massive business problems will result.
Not the Execution of Transformation, but the Transformation of Transformation,
to better enable the Transformation of Operations.
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Decision point…
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If you do not agree with this basic premise,
we suggest that youstop the presentation at this point.
If you do agree with this basic premise,we suggest that you
continue with this presentation…
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Definitions
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Overview Phases - Strategising
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Strategising
Sometimes called Business Strategy or Enterprise
Strategy
e.g. Mission, Vision, Strategies, Tactics, Goals
and Objectives
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Overview Phases - Roadmapping
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Roadmapping
Sometimes called Annual Business Planning or Transition Planning
Creates a portfolio of projects and roadmaps to be
initiated over the coming year(s)
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Overview Phases - Project Governance & Lobbying
Enterprise Context
Contextual
Physical
Operational
Logical
Physical Stuff
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Project Governance & Lobbying
The work that happens to guide project execution
ensuring compliance looking down (Governance) and
raising issues and problems looking up (Lobbying)
Governance
Lobbying
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Problems & Opportunities
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In the next 4 slides we will give examples of problems and opportunities related to
Strategising,Roadmapping,
andProject Governance & Lobbying,
that may or may not apply to your Enterprise.
You can augment these with the problems or opportunities that are specific to your
Enterprise.
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Motivation - Methods Problems/Opportunities - Strategising
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Strategising
Problem:We have a difficulty in expressing our
intents and how the different aspects relate to each other in such a way to be useful for
others to create efficient and effective Transformational plans that support those
aspirations.
Opportunity:If we can understand the Enterprise
structure better and how it fits into the wider market and environment we would be
better able to exploit new and emerging markets and products.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Motivation - Methods Problems/Opportunities - Roadmapping
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Roadmapping
Problem:Roadmapping does not produce plans of
the required quality that align to the Strategic Plan resulting in massive waste in
time and money.
Opportunity:If we can understand the portfolio better
and how it fits into the Enterprise Strategy and the Enterprises structure we would be better able to create a more integrated and appropriate project portfolio that supports
the Enterprise Strategy.
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Motivation - Methods Problems/Opportunities – Project Governance & Lobbying
Enterprise Context
Contextual
Physical
Operational
Logical
Physical Stuff
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Project Governance & Lobbying
Problem:Projects diverge from the strategic plans and roadmaps that are not considered or
dealt with appropriately resulting in massive waste in time and money.
Opportunity:If we can expose where misalignment is
happening at the time it is happening, we would be better able to reduce the cost and
pain of realignment and be better able to keep the executing projects in alignment
where it is appropriate.
Governance
Lobbying
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Some Questions
Within your Enterprise…
• Are you happy that the way your Enterprise effects Strategising and Roadmapping is sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?
• Are you happy that the Project Governance & Lobbying used to keep the Projects effectively and efficiency aligned is sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Decision point…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
If you answered Yes to all the previous questions then your Enterprise is already mature enough in its
use of Enterprise Architecture,so we suggest that you
stop the presentation at this point.
If you answered No to one or more questions then your Enterprise can benefit from becoming more
mature in its use of Enterprise Architecture,so we suggest that you
continue with this presentation…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
What is theFundamental Problem?
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The Fundamental Problem
• Structural Complexity• Enterprises are now more complex than
ever – and getting more so.• Largely but not solely due to IT
• Transformational Volatility• Enterprises are now more volatile than ever
– and getting more so.• Due to the context they operate within. e.g Markets,
Regulators, Investors, Competitors, Suppliers, Customers, The Media, Legislation, Technology…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
The Fundamental Problem
This inexorable increase of complexity and volatility,without an adequate means of dealing with it,
creates a negative feedback loop that only increases complexity and volatility!
This causes how we effect transformation to become more and more ineffective and inefficient,
reduces how responsive an Enterprises Transformation efforts are to changing business priorities,
and causes the fruits of those efforts to be less effective, less efficient, less agile and less durable than they
would otherwise be.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Decision point…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
If you believe that the way your Enterprisedeals with its Structural Complexity and
Transformational Volatility is appropriate,we suggest that you
stop the presentation at this point.
If you do not,we suggest that you
continue with this presentation…
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What is theFundamental Solution?
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The Fundamental Solution
We need something to stop this negative downward spiral of increasing Complexity and Volatility.
What is required is a change in the way Enterprises approach and execute Transformation.
"We can't solve problems by using the same kind of thinking we used when we created them." - Albert Einstein
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
The Fundamental Solution
That change is,
The Architecture Paradigm™, whose purpose is to allow people to deal with the Structural Complexity and Transformational Volatility of the Enterprise.
Enterprise Debt™, whose purpose is to allow people to deal with the Volatility of Transformation.
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The Architecture Paradigm™
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
Justification for the investment required to make
the changes necessary to utilise The Architecture
Paradigm™ cannot be based on numbers or normal simple cost/benefit justification. Any attempt to do so will end in
disaster.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
Justification MUST be based on understanding when it is applicable and
when it is not.
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Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
Just as there are times when use of The Architecture Paradigm™ is critically
important, there are also times when it is of no use
whatsoever. The trick is to understand where you are on
that continuum and more importantly where you are
likely to be in the short, medium and long term.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
How applicable and beneficial it is to use The Architecture Paradigm™ is a function of
the Structural Complexity and Transformational Volatility of the Enterprise which come
together to form Transformational Complexity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
If Structural Complexity is very low, then
Transformational Volatility can rise
to very high levels before use of The
Architecture Paradigm™
becomes advantageous.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
If Transformational Volatility is very low, then Structural
Complexity can rise to very high levels before use of The
Architecture Paradigm™ become advantageous.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
Therefore justification for utilising The Architecture Paradigm™ rises as a
function of Transformational Complexity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
If Transformational Complexity is low then use of The Architecture Paradigm™ is of little
use but as Transformational
Complexity rises, use of The Architecture
Paradigm™ becomes mandatory.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Tra
nsfo
rmat
iona
l Vol
atili
ty
Structural Complexity
Applicability
None.No opportunity for
advantage.
Somewhat.Some opportunity for
advantage.Small risk of disadvantage.
Extreme.Large opportunity for
advantage.Large risk of disadvantage.
Mandatory.Critical for change.
The Architecture Paradigm™2 Justification - Applicability
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
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Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
Here we see how the Cost
of Transforming the Enterprise and the Ability to Transform it
changes as Transformational Complexity
increases.
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Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
NoThe dotted lines indicate the result if we DO NOT USE The Architecture
Paradigm™
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Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
The Cost of Transformation (the red dotted line) starts very
low but rises exponentially as Transformational Complexity rises.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
Ultimately it rises to a point where the cost of
Transformation becomes prohibitive.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
The Ability to Transform (the green dotted line)
starts very high but falls exponentially as Transformational Complexity rises.
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Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
No
Ultimately it falls to a point where the Ability to Transformation becomes
impossible.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
Yes
No
The solid lines indicate the result if we DO USE
The Architecture Paradigm™
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Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
Yes
No
The Cost of Transformation (the red
solid line) starts very low, and while it does rise as
Transformational Complexity rises, this rise tends to be more
linear and manageable.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
Yes
NoThe Ability to Effect Transformation (the green solid line) also starts very high, and while it does fall as Transformational
Complexity rises, this fall tends to be more linear
and manageable.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
Yes
No
Deciding to adopt The Architecture Paradigm™ (or rather increase their maturity in their use of it) in relation to Enterprise Transformation, requires
that an Enterprise make adjustments to the Methods, Artefacts, Culture and Environment
used for Transformation.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability
KEY
Utilising The Architecture Paradigm™
Cos
t of T
rans
form
atio
n
Transformational Complexity
Applicability
Abi
lity
to T
rans
form
None
Somewhat
Extreme
Mandatory
Yes
No
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
These adjustments to the Methods, Artefacts,
Culture and Environment used for Transformation take an investment of time, money and most
importantly, will.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
How much time, money and will is required, is a function of the
current Transformational Complexity that
exists.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
As the need to make the
adjustments increases, the will
to make them decreases.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
If left too late, there comes a time when the amount of time and money that is required is just not
available regardless of how much will
that exists and the Enterprise will cease
to be able to transform at all.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
When you are drowning,
it’s too late to learn to how swim.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
Justification is also very difficult because the realisation of the benefits only materialise after
subsequent projects (which Transform Operations), execute within that improved Transformation
environment.
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Environment /4
Transformational Complexity
Inve
stm
ent i
n tim
e, m
oney
& w
ill th
at is
req
uire
d to
ado
pt th
e T
he A
rchi
tect
ure
Par
adig
m™
Key
Simple.Investment required .is low
Moderate.Investment required is
moderate and very achievable.
Very Difficult.Investment required is very high but is still achievable.
Impossible.Investment required is
larger than available time and/or money.
The Architecture Paradigm™2 Justification - Investment
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Environment /4
Val
ue G
aine
d
Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
Peoples expectations of short term value are too
high and their expectations of long term
value are too low.
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
In reality, short term value is much less than expected but long term value is much higher
than expected.
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
There is a time lapse between making the
investment in utilising The Architecture
Paradigm™ and reaping it’s benefits.
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
Justification for The Architecture Paradigm™ cannot be based on the
benefit of the next project or even the next 2, 3 or 4
projects.
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Environment /4
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
In fact, the next project (and probably the 2nd and 3rd projects also)
may well run slower and cost more money. This is
the Chasm of Procrastination.
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Environment /4
Val
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
What Does The Architecture Paradigm™ Really Mean?
• We do not mean adding a new set of people…• We mean adjusting the way people do their jobs…
• Using Models, Metamodels & Modelling• Understanding the Relationships between things• Understanding the context of things• Using Abstraction/Elaboration
• Omission/Inclusion• Composition/Decomposition• Generalisation/Specialisation• Idealisation/Realisation
• Providing Clarity – in terms of Communication Semantics & Language
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Enterprise Debt™
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
The work undertaken in any project can be thought of consisting of three fundamental
types: -
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
1. Strategic Work – Work that complies
with Guidance. Generally the most
effective, most efficient and least risky manner of
achieving an end.
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
2. Tactical Work – Work that
contravenes Guidance. Generally less effective, less efficient and more risky manner of
achieving an end.
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
3. Remedial Work – Work that exists to correct previous
Tactical Work (i.e. changing previous Tactical work into Strategic Work )
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
Note that this is not the same as a Strategic Project or a Tactical project.
A project might be deemed to be a Strategic Project (i.e. key for business success) but could be implemented solely by Tactical
Work.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Enterprise Debt™4 Mechanism
This is the reason why in many projects, the project personnel may be raising red flags saying “This is a
tactical project” while the Customer of the project may be saying “This is a Strategic Project”.
WHY we are doing the project is Strategic, but HOW we are doing the project may well be Tactical - Which
is why many “Tactical Projects” end up being the “Strategic Solution”
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Enterprise Debt™4 Mechanism
Here we see the Enterprise Debt Ratio™ for the projects in the
currently executing Project Portfolio. Enterprise Debt Ratio™
is the ratio (adding up to 1 or 100%) of Strategic vs Tactical vs Remedial work in any project.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Enterprise Debt™4 Mechanism
While EDR is defined for each project, it can also be combined to produce an EDR for a group of projects in a program or an
overall EDR for the entire Project Portfolio.
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Enterprise Debt™4 Mechanism
It is useful to track EDR over time. A sensible view might be that over time, an Enterprise
might like to see the amount of Strategic work increase and the
amount of Tactical work decrease, since Strategic work is
generally the most effective, most efficient and least risky manner of achieving an end.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
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folio
Enterprise Debt™4 Mechanism
If the work in a project complies with all Guidance (aka is Strategic) then we have no problems.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Enterprise Debt™4 Mechanism
But if not then a Waiver is created which details
3 things :-
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Enterprise Debt™4 Mechanism
1. The Cost of ComplianceWhat will it cost us to do the right things now.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Enterprise Debt™4 Mechanism
2. The Cost of Non-ComplianceWhat will it cost us going forward.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Enterprise Debt™4 Mechanism
3. The Cost of RemediationWhat will it cost us fix it later.
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Business Decision
Provide the resourcesrequired NOW.
Accept the RECURRING Cost of Non-Compliance and the FUTURE cost of
remediation.
Governance
Lobbying
Enterprise Debt™4 Mechanism
Having defined this information a business
decision is then made to either provide what is
required now or accept the pain we will have to
endure going forward AND the costs of fixing it later. This is what sits at the
heart of Governance and Lobbying.
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Environment /4
Key
Enterprise Debt™Executing Project Portfolio
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Completed Project
T R
Enteprise Debt Value™ (EDV)
increases
increases
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Business Decision
Provide the resourcesrequired NOW.
Accept the RECURRING Cost of Non-Compliance and the FUTURE cost of
remediation.
Effectiveness
Agility
£
Governance
Lobbying
Enterprise Debt™4 Mechanism
When a project completes, any waivers created
contribute their Cost of Non-Compliance and Cost
of Remediation to the overall EDV
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Environment /4
Enterprise Debt™
Key
Executing Project Portfolio
PayingInterest on
surfacesas
Enterprise Debt Ratio™ (EDR)
Project TS R
TacticalContravenes
Guidance
T
StrategicComplies with
Guidance
S
RemedialFixes Previous Contraventions
R
Completed Project
T R
Enteprise Debt Value™ (EDV)
increases
increases
Project
Project
Project
Project
TS R
TS R
TS
T RExe
cutin
g P
roje
ct P
ort
folio
Waiver
Cost of Compliance
What resources (time, money, people, scope change, etc)
are required to be able to comply with
the guidance?
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Business Decision
Provide the resourcesrequired NOW.
Accept the RECURRING Cost of Non-Compliance and the FUTURE cost of
remediation.
Effectiveness
Agility
£
surfacesas
Cost of Non- Compliance
What Issues and Risks (with
associated costs) will result while we
continue tro be Non-Compliant?
Governance
Lobbying
Cost ofRemediation
What Resources will be required to become compliant
in the future?
Reduces surfacesas
Enterprise Debt™4 Mechanism
The total Cost of Non-Compliance is akin to paying Interest on the Debt and the
Cost of Remediation (if
executed) is akin to paying off
the Debt.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
This diagram illustrates the Transformation investment/cost profile of an Enterprise that does
not expose and manage Enterprise Debt™ (shown in red) and is typical
of 99.9% of all Enterprises.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
The level of investment rises, but
very slowly, while costs are kept low.
During this time hidden Enterprise Debt™ is slowly
building up…
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
When this hidden Enterprise Debt™ reaches a critical point
(i.e. when the pile of dirt under the carpet has become too big to
ignore)a very large and abrupt investment
is required to deal with it.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
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ost (
$)
Enterprise Debt™4 Investment Comparison
Often referred to as “getting the car out of the ditch”, it’s focus is usually very short term and only concerned with dealing
with the major issue that cannot be ignored any
longer.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
Having spent a large amount of money over a very short timeframe the focus then tends to be, once again, to
reduce costs and expenditure and
therefore we return to the low level of
investment we saw before and the whole process repeats itself.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
This graph is characterised by: -1. Low levels of investment while hidden Enterprise
Debt™ builds up2. Followed by large, unplanned and abrupt investment
when things get too bad.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
This causes Un-predictability, which leads to Un-stability,
which means management is not in
Control.
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Environment /4
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™4 Investment Comparison
These large, unplanned and abrupt rises in investment, can often occur at
the same time that an incumbent CIO is replaced by another!
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Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
This diagram illustrates the Transformation
investment/cost profile of an organisation that DOES
expose and manage Enterprise Debt™ (shown in
green).
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
The level of investment rises more steeply than before as
management decisions release resources to keep Enterprise Debt™ under
control.
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Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
Enterprise Debt™ does build up but this debt is exposed and managed and does not
get as large as before.
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Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
Increased investment to reduce it can be planned
ahead when appropriate, so that when then debt reaches
a critical point we can execute the investment in a
controlled way.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
In addition, while this investment solves any short term problems that may be evident it is also aligned to
longer term goals.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
After the investment, we again return to a more
moderate level of investment and the whole process
repeats its self.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
This graph is characterised by: -1. An Increased level of investment while Enterprise
Debt™ is exposed and managed2. Followed by moderate investment when planned
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
This provides Predictability, which leads to Stability, which
means management is in Control
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
If you are doing this properly, no one will
notice!
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4
Time
Inve
stm
ent/C
ost (
$)
Enterprise Debt™ is Hidden and not Managed
Cumulative Investment/costs
Level of Enterprise Debt
Exposing & Managing Enterprise Debt™
Cumulative Investment/costs
Level of Enterprise Debt
Enterprise Debt™4 Investment Comparison
Which path are you on?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
How do we become more mature?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Increasing our Transformational Maturity
• Increasing ones Maturity in something is not a switch, it is a continuum
• Increasing ones Maturity in something means, to an appropriate level for that particular Enterprise at that point in time
• To increase ones level of Maturity in anything requires a framework – A collection of Methods, Artefacts, Cultural and Environmental things organised around a Maturity Model to allow for easy and appropriate adoption
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What is a Framework…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
All Frameworks exist to improve
the way something is done. (i.e. to increase the effectiveness and efficiency and to reduce
the risk of failure) They are expressions of “Best Practice”.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
To do that there are three fundamental phases: -
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
1. Evaluate –Measure how
mature we are and if we should investigate
increasing our maturity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
2. Analyse –Determine how to
change, and to secure the mandate
and budget required to do so.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
3. Modify –Make the changes
identified to increase our maturity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
And these three phases are supported by a Maturity Model.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 Frameworks
EMMA
Maturity
Analyse
Evaluate Modify
Frameworks
Maturity
Evaluate ModifyAnalyse
Do we need to increase our maturity?
How will we increase our maturity and how
much will it cost?
Making the changes.
What is used to guide our
increase in maturity?
Measuring how mature we are and if we
should investigate increasing our
maturity.
Determining how to change, and to secure
the mandate and budget required to do
so.
Making the changes identified to increase
our maturity.
The model which defines different levels of maturity, the benefits of each and what to change in order
to attain them
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 FrameworksVa
lue
Gai
ned
Time
-ve
Maturity
Analyse
Evaluate Modify
Mat
urity
MODIFY
ANAL
YSE
EVAL
UAT
E
Chasm of Procrastination
Expectations of Value
ActualValue
There is a time lapse between making the
investment to increase maturity and reaping it’s
benefits.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Environment /4 Primitives1 FrameworksVa
lue
Gai
ned
Time
-ve
Mat
urity
Mat
urity
Mat
urity
Itera
tion
MODIFY
ANAL
YSE
EVAL
UAT
E
Itera
tion
MODIFY
ANAL
YSE
EVAL
UAT
E
Itera
tion
MODIFY
ANAL
YSE
EVAL
UAT
E
Itera
tion
EVAL
UAT
E
Itera
tion
ANAL
YSE
EVAL
UAT
E
Maturity
Analyse
Evaluate Modify
Maturity
Analyse
Evaluate Modify
Maturity
Analyse
Evaluate Modify
Maturity
Analyse
Evaluate Modify
Maturity
Analyse
Evaluate Modify
Increasing maturity is not a one shot deal. Over time, maturity can be
increased by further iterations of a framework.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Next Steps?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Next Steps
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
You have already taken
the most important step
by watching this presentation
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
The next step is to do some roadmapping work to decide what EA Framework to use, to use it to consider your EA maturity from a high level, and to plan the work
required to adopt it. This may result in multiple “strands” of work as appropriate.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
Subsequently, you will be in a position to get some detailed training on the EA Framework you have
selected, and to agree the Vision which will drive it’s adoption.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
You will then be in a position to utilise the selected Framework effectively, the first part of which is to
perform a detailed analysis of your Current and Target EA Maturity Level and to plan its adoption.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
The adoption plan is then executed by using the selected EA Framework to develop the changes to the Methods, Artefacts, Culture and Environment used to
“do” EA.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Maturity
Analyse(Weeks)
Evaluate(Days)
Modify(Months)
Roadmapping
Strategising
Elaborating
Initiating
Transitioning
Constructing
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Understand Framework Application
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
EA - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select EA - Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand EA Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of EA Framework
Days People USD150k60 10Days People USD0k25 5
Elaborating
Develop Changes
Days People USD150k60 10
Constructing
Days People USD030 40
Rollout Changes
Days People USD0k30 40
Transitioning
Agree VisionFramework Training NextSteps
Consider Maturity(Detailed)
NextSteps
DevelopMethods, Artefacts, Culture & Environment
MitigateRisks
NextSteps
MitigateRisks
NextSteps
RolloutMethods, Artefacts, Culture & Environment
MitigateRisks
Next Steps
Finally, the changes are rolled out into live operation where an increase in EA maturity is achieved
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Next StepsSelect EA Framework
Framework Awareness ConsiderMaturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
So, the Next Step after this (Strategising) presentation is the Roadmapping…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Select EA FrameworkFramework Awareness Consider
Maturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
Next Steps
To perform the next step you will need to
discover and be briefed on
frameworks which will
enable you and other Senior
Stakeholders to select one.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Select EA FrameworkFramework Awareness Consider
Maturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
Next Steps
Having done so, you will use it to evaluate
your EA Maturity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Select EA FrameworkFramework Awareness Consider
Maturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
Next Steps
Then to create a
high level business case and plan to
proceed.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Select EA FrameworkFramework Awareness Consider
Maturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
Next Steps
The example shown here is if PEAF has been
selected but could easily be replaced
by any other Enterprise
Architecture Framework you
select.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Select EA FrameworkFramework Awareness Consider
Maturity (High Level) Next StepsFramework Selection
YES
Attend Awareness Workshops
Create Initiation
Plan
CreateBusiness
Case
Roadmapping Phase
Approved
Present Business
Case
Evaluate Frameworks
PragmaticFramework
Selected
“other” FrameworkSelected
XOR
Follow “other”Framework Process
Select Framework
FrameworkAwareness Workshop
Evaluate Maturity
Attend Awareness Workshops
Review Business
Case
Proceed to Initiation?
XOR
Conduct “other” Framework Workshops
Other Framework Providers
Support
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
EA ProjectBoard
Next Steps
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Context /6 Why Use PEAF4 How PEAF Helps
PEAF allows Executive Management to take acoherent and holistic view of the Strategising &
Roadmapping phases of Transformation, allowing them to pragmatically increase their maturity, and thereby
increasing their Effectiveness and Efficiency,
by providing a coherent and holistic framework (Methods, Artefacts, Culture and Environment) which
enables informed decision making aboutwhat to change and how.
Not the Execution of Strategising & Roadmapping, but the Transformation of Strategising & Roadmapping,to better enable the Transformation of Operations.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014
Decision point…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August [email protected] www.PragmaticEA.com
Will you contact
to arrange your
awareness workshop?
P E A FTM
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