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Part of the Pragmatic Family of Frameworks
P F2
A Pragmatic Briefing for Senior Executives and Stakeholders
Enterprise Transformation
Why Should I Care?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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 Transformation Capability.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
This presentation runs for a total of 20 minutes and is organised in steps
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
A decision point is reached after 1 minute where the
viewer can decide to continue or not
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Another decision point is reached after 3 minutes and
then 4 minutes.
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
A final decision point is reached at the end of the
presentation.
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
StrategisingFundamental
SolutionPremise NextSteps
Fundamental Problem
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Context /6 Why Use POET2 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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)
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Overview Phases - Project Execution
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Project Execution
All the work that happens when the project portfolio
executes which finally results in the deployment of
changes to the Methods, Artefacts, Culture and
Environment of the Enterprise.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Overview Phases - Governance & Lobbying
Enterprise Context
Contextual
Physical
Operational
Logical
Physical Stuff
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Governance & Lobbying
The work that happens between the phases,
ensuring compliance looking down (Governance) and
raising issues and problems looking up (Lobbying)
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
In the next 3 slides we will give examples of problems and opportunities related to
Transformation
that may or may not apply to your Enterprise.
You can augment these with the problems or opportunities that are specific to your Enterprise.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Adoption Motivation - Methods Problems/Opportunities - Phases
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Phases
Problem:There are problems in how the
Transformational processes of the different Phases relate to each other and work
together, which means the desired output at the bottom becomes disconnected from the
intent at the top.
Opportunity:If we can put in place things to make the whole more coherent we will be able to
optimise the whole (at the possible expense of some of the parts) rather than optimising
the parts at the expense of the whole.
Elaborating
Constructing
Transitioning
Initiating
Roadmapping
Strategising
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Adoption Motivation - Artefacts Problems/Opportunities
Physical
Operational
Contextual
Logical
Physical Stuff
Enterprise Context
Conceptual
Elaborating
Constructing
Transitioning
Initiating
Artefacts
Problem:There are problems in how the Structural
and Transformational artefacts of the different Phases relate to each other and work together, which means the desired
output at the bottom becomes disconnected from the intent at the top.
Opportunity:If we can put in place things to make the
whole more coherent, traceability and impact assessment will become much
easier.
Strategising
Roadmapping
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Adoption Motivation - Methods Problems/Opportunities – Governance & Lobbying
Enterprise Context
Contextual
Physical
Operational
Logical
Physical Stuff
Conceptual
Elaborating
Constructing
Transitioning
Strategising
Initiating
Roadmapping
Governance & Lobbying
Problem:Governance tends to be a tick (or bury) the
box exercise and Lobbying does not expose opportunities or issues to the
correct level.
Opportunity:If we can expose where misalignment is
happening at the time it is happening, we would be better able enable realignment
where appropriate and to reduce the cost and pain of doing so.
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
Governance
Lobbying
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Some QuestionsWithin your Enterprise…
• Are you happy that the way the Phases of Transformation work together, is sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?
• Are you happy that the Artefacts used for Transformation are sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?
• Are you happy that the Governance & Lobbying used to keep the phases of Transformation 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) v1.1 August 2014
If you answered Yes to all the previous questions then your Enterprise is already mature enough in
HOW it effects Transformation,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 HOW it effects Transformation,so we suggest that you
continue with this presentation…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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) v1.1 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) v1.1 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…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
What is theFundamental Solution?
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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) v1.1 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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) v1.1 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) v1.1 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
Here we see how the Cost
of Transforming the Enterprise and the Ability to Transform it
changes as Transformational Complexity
increases.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
NoThe dotted lines indicate the result if we DO NOT USE The Architecture
Paradigm™
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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 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) v1.1 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) v1.1 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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 falls to a point where the Ability to Transformation becomes
impossible.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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™
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
How much time, money and will is required, is a function of the
current Transformational Complexity that
exists.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
As the need to make the
adjustments increases, the will
to make them decreases.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
When you are drowning,
it’s too late to learn to how swim.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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) v1.1 August 2014
Environment /4
Val
ue G
aine
d
Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Environment /4
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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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Environment /4
Val
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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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Environment /4
Val
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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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Environment /4
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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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Environment /4
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Expectations
Reality
Chasm of Procrastination
Time
The Architecture Paradigm™2 Justification - Procrastination
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
In the perfect world, the Assigned Budget (i.e.
what we are given) would always equal the
Required Budget (i.e. what we need). But that
never happens.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Governance & Lobbying Enterprise Debt™ - Overview
In the real world, the Assigned Budget very
rarely equals the Required Budget. There may very well be valid business or logistical
reasons for this, but a lot of the time this restriction
is pretty arbitrary.
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Governance & Lobbying Enterprise Debt™ - Overview
For most Enterprises that’s where it stops. People have to muddle through somehow, put their nose to
the grindstone, forge ahead and think positive thoughts. Perhaps some lip service is paid to this
gap - some entry in a risk register that is never used for anything - but that’s about it.
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Governance & Lobbying Enterprise Debt™ - Overview
There will be implications, but those implications are not known and will only be discovered later
when nothing can be done about them and those that should have done something about them have
moved on to far more important things.So, let us be clear.
Not providing what is asked for is not the problem.Ignoring the implications is.
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
In the Pragmatic world, things start off the same as in the real world i.e. the Assigned Budget very rarely equals the Required
Budget. However, in the pragmatic world we accept this
inconvenient truth and do something about it. We recognise that this creates Transformation
Debt™.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
This Transformation Debt, is what it would cost, to bring the work being done up to the same standard as would have been produced if the
Assigned Budget had been the same as the Required Budget. Notice that
this is bigger than the difference between the Required Budget, and the
Assigned Budget
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
Enterprise Debt™ is a measure of the money, people, and time that would be required to pay off
the debt.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
Enterprise Debt™, like financial debt, has to be serviced in the form of interest payments, for
example increased support costs. Like interest payments on a loan,
this is a recurring cost and will continue for as long as the
Enterprise Debt™ it is servicing exists.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
In addition, if the thing that was transformed now needs to be transformed again, there will also be an
increased cost to effect that change.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
Recognising and managing Enterprise Debt™ provides a simple and extremely effective control mechanism for
management to get back in control of their Transformation initiatives and for those working in them
to produce quality work (and to be able to sleep at night!)
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
Enterprise Debt™ is not an exercise in making sure that the Assigned Budget always equals the
Required Budget.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
ThePragmaticWorld
Remedial work
Increased work to change
increases
reduces
PaysInterest on
surfacesas
increases
surfaces as
IncreasedCost to Support
surfaces as
RequiredBudget
TransformationDEBT
AssignedBudget
TheReal
WorldRequiredBudget Assigned
Budget
ThePerfectWorld
RequiredBudget
AssignedBudget
Enterprise Debt
£TM
TM
Governance & Lobbying Enterprise Debt™ - Overview
Enterprise Debt™ makes sure that when the Assigned Budget does not equal the Required Budget (most of the
time) that the implications are exposed so that management can make informed business decisions in
the light of that information.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
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!
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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 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) v1.1 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.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
Enterprise Debt™ does build up but this debt is exposed and managed and does not
get as large as before.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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 Transformation Framework to use, to use
it to consider your Transformational 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) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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 Transformation Framework you have selected, and to agree the Vision which will drive
it’s adoption.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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 Transformational Maturity Level and to plan its adoption.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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 Enterprise Transformation Framework to
develop the changes to the Methods, Artefacts, Culture and Environment used to “do” Enterprise
Transformation.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 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
ET - Why Should I Care?
Mins Person USD020 1 Days People USD15k5 3
Strategising
Select ET Framework
Days People USD20k5 5Days People USD15k5 3
Roadmapping
Fundamental SolutionPremise Next
StepsFundamental
Problem
Framework Selection
Consider Maturity(High Level)
NextSteps
FrameworkAwareness
Understand ET Framework
Days People USD0k20 5Days People USD20k5 5
Initiating
Plan Rollout of ET 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 Transformational maturity is
achieved
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
Next Steps
So, the Next Step after this (Strategising) presentation is the Roadmapping…
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
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) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
Next Steps
Having done so, you will use it to evaluate your Transformational
Maturity.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
Next Steps
Then to create a
high level business case and plan to
proceed.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
Next Steps
The example shown here is if POET has been
selected but could easily be replaced
by any other Enterprise
Transformation framework you
select.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Select 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” XX Framework
Workshops
Other Framework Providers
Support
ProjectBoard
Days People USD15k5 3
Select Framework
Shortlist
DiscoverFrameworks
Support
Roadmapping
NO
ExecutiveManagement
Days People 20k5 5
Next Steps
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Context /614 Principles of Management, 3C's model, 360 feedback, 3DVE (Originally 3D Visible Enterprise, but now called the Unisys 3D Blueprinting Approach), 3rd Party Logistics (3PL), 4+1 (4+1 view model), 4 Dimensions of Relational Work, 4S Web Marketing Mix, 5 ways model (5 ways model), 7-S Model, 7 Ps, 8D Problem Solving, AAA-Triangle, Absorption Costing, AAF (Automotive Architecture Framework), Accenture, Accounting Earnings, Acord, Acid Test Ratio, Acquisition Integration Approaches, Action Learning, Activity Domain Theory, Activity Based Costing, Adhocracy, ADL Matrix, AF-EAF (Air Force Enterprise Architecture Framework), Advertising, Affiliate Marketing, AGA (Australian Government Architecture (AGA) framework), AGILE, AGATE (Atelier de Gestion de l'ArchiTecturE des Systemes d'Information et de Communication (AGATE)), Agile EA, Agile EA (Agile Enterprise Achitecture), Allstate, AIM (Amsterdam Information Management Model), Altus EA Framework, AM (Avancier Methods), AM for SA (AM for Solution Architecture), AM for EA (AM for Enterprise Architecture), Analogical Strategic Reasoning, Analytical CRM, Anything Architecture, ANSI ISA-95, Appreciative Inquiry, ARCHI (ArchiMate), ARCON (A Reference Architecture for Collaborative Networks), Archimate, ARIMA, ARIS, Ashridge Mission Model, artITecture Architect Method, ASL (Application Services Library), ATAM, Attribution Theory, Attributes of Management Excellence, AUSDAF (Australian Defence Architecture Framework), Australian Government Architecture Reference Models, Balanced Scorecards, Balanced Scorecard, Bases of Social Power, Bass Diffusion Model, BCEA (Business Centred EA), BCA (Business Capability Architecture), BCG Matrix, BCMM (Business Continuity Maturity Model), BE (Business Engineering), BCS IS Project Manager, BEA, BEAM (Business Enterprise Architecure Modeling), Belbin Team Roles, BearingPoint, Benchmarking, BETP (Business Transformation Enablement Program), BISL (Business Information Systems Library), Beyond Budgeting, Blended (Combining parts of multiple frameworks), Blue Ocean Strategy, BMM (Business Motivation Model), BMC (Business Model Canvas), BMM (Business Motivation Model), Bolman/Deal Four Frame Model , Bottom of the Pyramid, BOLT, BPEAM (iteratec best-practice enterprise architecture management (EAM) method ), BPMN (Business Process Model Notation), Brainstorm, BPR, Brainstorming, Brand Asset Valuator, Brand Personality, Brand Identity Prism, Breakaway Positioning, Break-even Point, Bricks and Clicks, Bredemeyer, Bridging Epistemologies, BS 10008 (Legal Admissibility of Electronic Evidence), BS 25777 (ICT Continuity Management), BS 10012 (Data Protection), BS 25999 (Business Continuity Management), BS 7858 (Security Vetting), BS 8549 (Security Consultancy), BS 8470 (Secure Destruction of Confidential Material), BSG Concours Next Generation Enterprise, BSIMM (The Building Security In Maturity Model), Business Assessment Array, Bureaucracy, Business Frameworks, Business Intelligence, Business Process Reengineering, Business Process Modeling, CA, CA (Causal Architecture), CAGR, CA (Causal Architecture), Capital Asset Pricing Model, Cash Asset Ratio, Cash Flow Return on Investment, Cash Flow from Operations, Cash Ratio, Cash Value Added, Catastrophe Theory, Catalytic Mechanisms, CATS CM, Causal Model of Organizational Performance and Change, CBDI-SAE (CBDI Service Architecture and Engineering), Cause and Effect Diagram, CEA (CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF)), CEAF (Commision Enterprise IT Architcture Framework (CEAF)), Centralization and Decentralization, CEAP, CFROI, CGRM (Canadian Governments Reference Model), Change Behavior, Change Approaches, Change Dimensions, Change Equation, Change Management, Change Factors, Change Phases, Changing Organization Cultures, Charismatic Leadership, Chaos Theory, CIMOSA, Clarkson Principles, Clicks and Mortar, CLEAR (Comprehensive, Landscaped, Enterprise Architecture Representation.), Clusters, CMM, CMU , CMMI (Capability Maturity Model Integration), Coaching, COBIT, Color Print Thinking, Co-Creation, Competence management, Competing Values Framework, Competitive Advantage Nations, Competitive Advantage framework, Competitive Positions, Complaints Management, Conflict Handling, Component Business Model, Contingency Theory, Co-opetition, CORBA (Commom Object Request Broker Architecture), CORA (Common Reference Architecture), Core Competence, Core Group Theory, Core Quadrants, Core Marketing System, Corporate Reputation Quotient, COSO (Committee of Sponsoring Organizations of the Treadway Commission), Cost of Capital, Cost Benefits Analysis, Cost of Equity, Cost-benefits analysis, Crisis Management, CPFR, Critical Chain, Cross-Functional Team, CSC Catalyst, CSC, CSFs, Cultural Dimensions, Cultural Intelligence, Cultural Dimensions, Culture Levels, Culture Types, Customer Order Decoupling Point, Current Ratio, Customer Pyramid, Customer Relationship Management, Customer Satisfaction model, Customer Satisfaction, Customer Value Profiles, DAD (Disciplined Agile Delivery), DDD (Domain Driven Design), Database Marketing, Debt to Equity Ratio, Decentralization, Delphi Method, Deloitte, Delta Model, Deming Circle, DEMO, Deming Cycle, DEMO 3, Design Thinking, DFD, DESTEP analysis, Dialectical Enquiry, Dialectical Inquiry, DICE Framework, Diamond Model, Dimensions of Change, Dimensions of Relational Work, Direct Marketing, Direct Costing, Direct Response Marketing, Discounted Cash Flow, Distinctive Capabilities, Disruptive Innovation, Dividend Payout Ratio, DNDAF (The DND/CF Architecture Framework), DRAGON1 (Dragon1 EA Method), DoDAF (Department of Defense Architecture Framework), DSDM Atern, DuPont Model, Dynamic Regression, DYA (Dynamic Architecture), E2AF (Extended Enterprise Architecture Framework), EA3 Cube, EAB (Enterprise Architecture Blueprinting), EAAF, EAM-PC (EAM Pattern Catalog ), EAP, Earnings Per Share, Earned Value Management, EBAF (Enterprise Business Architecture Framework), EBCF (Enterprise Busines Culture Framework), EBITDA, EBIT, EBMM (Enterprise Business Motivation Model), Economic Margin, EDS, Economic Value Added, EEAF (OMB Enterprise Architecture Assessment Framework), EFQM (European Foundation for Quality Management Business Excellence framework), EIF European Interoperability Framework, EIF, Emotional Intelligence, Enterprise Architecture Links, Entry Mode Decision, Entrepreneurial Government, EPC, EPCAF (The EPC global Architecture Framework), ERD, EPIC ADVISERS, ERG Theory, ESAAF (European Space Agency Architecture Framework), eSCM-SP, eSCM-CL, Essential Metamodel (Essential Project), eTOM (enhanced Telecom Operations Map), Excess Return, EXAF (Extreme Architecture Framework), Excess Return , Expectancy Theory, Exploratory Factor Analysis, Experience Curve, Exponential Smoothing, Extended Marketing Mix, Fair Value, Facilitation Styles, FCAPS, FDIC (FDIC Enterprise Architecture Framework), FEA (Federal Enterprise Architecture), FDIC Sogeti Framework, FEAF (US Federal Enterprise Architecture Framework), FFLV+GODS (Functions-Flows-Layers-Views + Governance-Operations-Development-Support), Five Forces, Five Disciplines, FMLS-ADF (FMLS Architecture Description Framework), Force Field Analysis, Fourteen Points of Management, Forget Borrow Learn, F-PEC scale, Fragile to Agile, Free Cash Flow, Framing, FSAM (Federal Segment Architecture Methodology), Full Costing, FURP, Functional and process management, GA (Garland and Anthony), GAME (Good enough Architecture Methodology), Gantt Chart, Game Theory, Gartner, GE Business Screen, GEAF (Gartner's Enterprise Architecture Framework), GEA (Queensland Government Enterprise Architecture), GEM, GERAM (Generic Enterprise Reference Architecture (ISO 15704)), Global Sourcing, Gestalt, GM, GOD, GPS for Enterprises, GODS-FFLV (Functions-Flows-Layers-Views Governance-Operations-Development-Support), Gross Profit Percentage, Groupthink, Growth Share Matrix, Growth Phases, Growth Strategies, H&SMM (Health and Safety Maturity Model), Hawthorne Effect, Hagberg Model of Personal Power, HEAF (Health Enterprise Architecture Framework), Hibernate, Hierarchy of Needs, Hierarchic Organization, HL7 (Health Level 7), Horizontal Integration, HP, Hoshin Kanri - Policy Deployment, Human Capital Index, i*, IAF (Capgemini Integrated Architecture Framework), IADS (IBM Architecture Description Standard), IAF (Index Architecture Framework), IAS, IBM SDS, IBM, IBM Unified Method, ICB (IPMA Competence Baseline), IDABC (Interoperable Delivery (of European egovernment services to public) Administrations, Business and Citizens), ICODE (iCode Security Architecture Framework), IDEAL, IDEAS (International Defence Enterprise Architecture Specification for exchange. ), IEEE 1471-2000, IDEF (Integration DEFinnition Methods), IFEAD, IFW (IBM Information FrameWork), Impact/Value framework, Image and Identity, Implementation Management, IN=>ACTS, Industrial column, Inclusive Value Measurement, Industry Change, Industry Life Cycle, Instrumental Approach of Stakeholder Theory, Innovation Adoption Curve, Intangible Assets Monitor, Integration Framework (Architecture and standard interfaces), Intellectual Capital Rating, Intel, Intelligence Pyramid, Internal Rate of Return, International Pricing Strategy, International Market Research, Intrinsic Stakeholder Commitment, IQMM (International Quality Maturity Model (Dipsticks)), ISM3 (Information Security Management Maturity Model), ISM method™ (Integrated Service Management Method), ISO 14000 (Environment)), ISO 15489 (Records Management), ISO 17025 (Tests, calibrations and laboratory management), ISO 15504, ISO 19770 (Software Asset Management), ISO 20000 (Service Management)), ISO 24762 (ICT Disaster Recovery Services), ISO 22301, ISO 25010, ISO 27000 (Information Security), ISO 31000, ISO 27001 (Information Security Management System (ISMS) . ), ISO 31000, ISO 38500 (Corporate governance of information technology - guiding principles), ISO 9000 (Quality), ISO 42010, ISO 9001 (Quality), ISO 9004 (Quality), ISO/IEC 15504, ISO RM-ODP, ISO14001, IT Agile Framework, IT-CMF, IT Toolbox, ITIL (Information Technology Infrastructure Library ), ITSMMM (IT Service Management Maturity Model), Job Strain Model, JADE (Java Agent DEvelopment Framework), Johari Window, Just-in-time, KAOS (Knowledge Acquisition in automated specification / Keep All Objects Satisfied), Kaizen, Kepner-Tregoe Matrix, Knowledge Management, KPMG, KPIs, Kraljic Matrix, Kraljic Model, LEAD (Layered Enterprise Architecture Development), Laswell's Communication Model, Leadership Continuum, Leadership Pipeline, LEAF (Lybeck EA Framework), Leadership Styles, LEAN, Lean management, Learning Organization, Lean Manufacturing, Level 5 Leadership, Levels of Culture, Levers of Control, Leveraged Buy-out, LFA (Logical Framework Approach), Liquidation value, LITEEA (Light Enterprise Architecture), Liquidity Ratio, LMO , Logica, MaBa Analysis, LST (Living Systems Theory), MACCIS, Macroscope, MAGIC, MAF (Management Accountability Framework ), Management Buy-out, Management by Objectives, Managerial Grid, Management Development, Managing for Value, Marginal Costing, Marketing Mix, Market Value Added, Martin Information Engineering, MBPE (Malcolm Baldrige Performance Excellence), MDA, McKinsey Matrix, MEGAF, MEGAF MIKE2.0 , Mergers and Acquisitions, Mentoring, Mergers and Takeovers, Metaplan, MIKE2.0 (Method for an Integrated Knowledge Environment), Microsoft Motion, Mind Mapping, MODAF (Ministry of Defence Architecture Framework), Modeling, Model-driven architecture (MDA) , Modeling business processes, MOF (Microsoft Operations Framework), MoR (Management of Risk ), MoP (Management of Portfolios), Moral Purpose, MoV (Management of Value), MSP (Managing Sucessful Programmes), MSP, Multi Channel Marketing, Multichannel Marketing, NAF (NATO C3 Systems Architecture Framework), Mutual Learning approach, NASCIO, NCOIC, NCR Enterprise Architecture Framework , NCOIC - NIF, Net Present Value, New Zealand Inland Revenue, NIF, NGOSS, NIST Enterprise Architecture Model, NIST SP 800-53, NOPAT, NIST-EAM (NIST Enterprise Architecture Model), NORA - GEMMA, NORA - MARIJ, NORA - WILMA, NORA - PETRA, NORA (Nederlandse Overheid Referentie Architectuur), Normative Approach of Stakeholder Theory, OBASHI Business & IT methodology and framework, OBASHI, OEAF (Oracle Enterprise Architecture Framework), Office of Strategy Management, OIO, OHSAS 18001 (Occupational Health and Safety Management System), OMG MDA, One-to-one Marketing, OPBOK, OODA Loop, Operating Cash Flow, Operating Profit, Operational CRM, Operating Profit Percentage, Operations Research, OPM3, Organization Chart, Organic Organization, organization Charts, Organizational Climate Index, Organizational Culture, Organizational Configurations, Organizational growth, Organizational Learning, Organizational Memory, Organizational Management, OSGi (Open Services Gateway initiative), OSIMM (Open Group Service Integration Maturity Model), P/E ratio, Outsourcing, P3M3 (Portfolio, Programme and Project Management Maturity Model), P3O (Portfolio, Programme and Project ), Panorama 360 - Business Reference Models, PAEI, Panorama 360 - Enterprise Business Architecture Fr, Panorama 360 Market Segment. and Product Develop., Panorama 360 Risk Assessment Framework, Panorama 360 Merger and Acquisition , Parenting Advantage, Parenting Styles, PARTS, Pareto Analysis, Path-Goal Theory, Payback Period, PCI DSS , PCF 5, P-CMM (People - Capability Maturity Model), PDSA, PEDF (Pragmatic Enterprise Direction Framework), PEAF (Pragmatic Enterprise Architecture Framework), PEFF (Pragmatic Enterprise Family of Frameworks), PEG Ratio, PEPF (Pragmatic Enterprise Project Framework), PEOF (Pragmatic Enterprise Operation Framework), PERA, Perception, Performance Management, Performance Categories, Performance matrix for family businesses, Performance Prism, Persuasion Theory, Persuasion Techniques, PESF (Pragmatic Enterprise Support Framework), PEST Analysis, PFMEA (Process Failure Mode Effects Analysis), PETF (Pragmatic Enterprise Transformation Framework), Physical Distribution, Plausibility Theory, PMT (Product-Market technology), PMMM, Portfolio Analysis, POSDCORB, Positive Deviance, Positioning, POSIX, Power, Pragmatic Marketing, PPOOA (Processes Pipelines in Object Oriented Architectures), Praxeme, PricewaterhouseCoopers, PRINCE 2, PRIDE-EEM (PRIDE Enterprise Engineering Methodology), PRINCE2, PRINCE2 (PRojects IN Controlled Environments), PRISM (Partnership for Research in Information Systems Management), Principles of Reinvention, Prisoner's Dilemma, ProAct (Proprietary Enterprise Framework), Product/Market Grid, Product Life Cycle, Profit Pools, PROMIS Framework , Purchasing Process, PRVit, Pyramid Principle, QAW, Quick Ratio, Quality Function Deployment, RAROC, RAS, RASDS (Reference Architecture for Space Data Systems ), RASCI Matrix (Responsible, Accountable, Supportive, Consulted, Informed), Ratio Delay Studies, REA, Real Ratio, Real Options, Regression Analysis, Relationship Marketing, Research method, Relative Value of Growth, Resource Based View, Resource-Based View, Results-Based Leadership, Result Oriented Management, Retention Ratio, Return on Capital Employed, Return on Invested Capital, Return on Equity, Return on Investment, Return on Net Assets, RFID Technology, Reverse Positioning, Risk Management, RiskView, Root Cause Analysis, RM-ODP (ISO Reference Model for Open Distributed Processing), Ross-Weill-Robertson Model, Rule of Three, S&R (Sense & Respond), RWSSA (Rozanski and Woods), S4V (Siemens 4 Views), SABSA (Sherwood Applied Business Security Architecture), SAGA, SAFA, Sales Funnel, SAM (Solution Architecting Mechanism), SASSY (Self-Architecting Software SYstems), SAP EAF (SAP Enterprise Architecture Framework), Scaled Agile, Scenario Planning, ScIAM (Science of Informational Management), SCIA, Scientific Management, SCOR (Supply Chain Operations Reference-model ), SDLC (Systems Development Lifecycle), SCRUM, SECI model, Segmentation, Self-Directed Team, SEI, Servant-Leadership, Service Desk Institute, SERVQUAL, Service Profit Chain, ServQual / RATER, Seven Habits, Seven Surprises, Seven Signs Of Ethical Collapse, SFIA (Skills Framework For the Information Age.), SGCAF (Smart Grid Conceptual Architecture Framework), Shared Service Center, SGEA (Singpaore Government EA Framework), Shareholder Value Perspective, Shearing Layers, Simulation, SID (Shared Information and Data Model), SIT Method (Systematic Inventive Thinking), Situational Leadership, Six Markets, SIVA (Solution, Information, Value, Access), Six Sigma, Six Sigma, Skandia Navigator, Six Thinking Hats, Skandia Navigator , SLEPT Analysis, SMART, SLT (Situational Leadership Theory), Snow man stack, SOA, Social Intelligence, SOAAG (Service Oriented Architecture Adoption Governance Framework), Soft Systems Methodology, Sogeti DYA, SOX (Sarbanes Oxley), SOMA (Service-Oriented Modeling and Architecture ), Spin-Off, Spiral Dynamics, SPIRIT, Spiral of Silence, SPIRIT Platform Blueprint Issue 3.0, SPRING, SSDAM, SqEME, SSE-CMM (Systems Security Engineering - Capability Maturity Model), SSM, Stages of Team Development, Stage-Gate, Stakeholder Analysis, Stakeholder Management, Stakeholder Value Perspective, Stakeholder Mapping, Star Alignment (Star Alignment Model), Stealth Positioning, Strategic Alignment, STEEPLE Analysis, Strategic Alignment Model, Strategic Intent, Strategic Risk Management, Strategic Learning Cycle, Strategic Stakeholder Management, Strategic Thrusts, Strategic Types, Strategic Triangle, Strategy Clock, Strategy Dynamics, STRATPORT, Strategy Map, STRUTS, Supplier Selection, SWOT Analysis, SWOT, SysML 1.2, Systems Dynamics, Talent Branding, Systems Thinking / Dynamics, TAM (Telecom Application Map ), Target marketing, TEAF ((US) Treasury Enterprise Architecture Framework), TDC Matrix, Team Building, Team Management Profile, Ten Principles of Reinvention, Telemarketing, Ten Schools of Thought, The 42 Way (Enterprise Architecture Capture Framework), The Cynefin Framework, The Bank of England Monetary Policy Framework , The Value Net, Theory of Constraints, Theory of Needs, Theory of Mechanistic and Organic Systems, Theory of Planned Behavior, Theory of Reasoned Action, Theory Z, Theory X Theory Y, Three Dimensional Business Definition, Time-Based Activity Based Costing, TOGAF (The Open Group Architecture Framework), TMap NEXT, Total Business Return, Total Cost of Ownership, TQM, Total Shareholder Return, TQM (Total Quality Management), Training Within Industry, TRAK, Trajectories of Industry Change, Triple Bottom Line, Troux Semantics, Twelve Principles of the Network Economy, Turnaround Management, Two Factor Theory, Two Factory Theory, UDEF (Universal Data Element Framework), UADF (Universal Architecture Description Framework), UDS (Urbanisme du SI), UML, Unisys 3DVE, UML Profile-based Integrated Architecture (UPIA), UPDM ( The Unified Profile for DoDAF and MODAF), UPIA = UML Profile-Based Integrated Architecture, VALIT (Enterprise Value Goverance of IT Investments), US GAAP, Value Based Management, Value Chain, Value Disciplines, Value Creation Index, Value Engineering, Value Network, Value Stream Mapping, Value Profit Chain, Value Stream Mapping, ValueReporting Framework, Variable Costing, VALUIT, Vendor Managed Inventory, Vertical Integration, VRIN, VPEC-T (Value, Policies, Events, Content and Trust), VSM (Viable Systems Model), WACC, Working Capital Ratio, Whole Brain Model, xAF (Extensible Architecture Framework), Zachman, Z-Score.
TOGAF
PEAF
ZACHMAN
SABSA
ITIL
COBIT
MSP
PRINCE2
MoV
RUP
SSADM OOA/OOD
AGILE LEAD
SCRUM
SOMA
UML
BMM
SWOT
FIVE-FORCES ISO xxxxx
MoP
MoR
BMPN
O EP T
Where POET Fits Frameworks
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Context /614 Principles of Management, 3C's model, 360 feedback, 3DVE (Originally 3D Visible Enterprise, but now called the Unisys 3D Blueprinting Approach), 3rd Party Logistics (3PL), 4+1 (4+1 view model), 4 Dimensions of Relational Work, 4S Web Marketing Mix, 5 ways model (5 ways model), 7-S Model, 7 Ps, 8D Problem Solving, AAA-Triangle, Absorption Costing, AAF (Automotive Architecture Framework), Accenture, Accounting Earnings, Acord, Acid Test Ratio, Acquisition Integration Approaches, Action Learning, Activity Domain Theory, Activity Based Costing, Adhocracy, ADL Matrix, AF-EAF (Air Force Enterprise Architecture Framework), Advertising, Affiliate Marketing, AGA (Australian Government Architecture (AGA) framework), AGILE, AGATE (Atelier de Gestion de l'ArchiTecturE des Systemes d'Information et de Communication (AGATE)), Agile EA, Agile EA (Agile Enterprise Achitecture), Allstate, AIM (Amsterdam Information Management Model), Altus EA Framework, AM (Avancier Methods), AM for SA (AM for Solution Architecture), AM for EA (AM for Enterprise Architecture), Analogical Strategic Reasoning, Analytical CRM, Anything Architecture, ANSI ISA-95, Appreciative Inquiry, ARCHI (ArchiMate), ARCON (A Reference Architecture for Collaborative Networks), Archimate, ARIMA, ARIS, Ashridge Mission Model, artITecture Architect Method, ASL (Application Services Library), ATAM, Attribution Theory, Attributes of Management Excellence, AUSDAF (Australian Defence Architecture Framework), Australian Government Architecture Reference Models, Balanced Scorecards, Balanced Scorecard, Bases of Social Power, Bass Diffusion Model, BCEA (Business Centred EA), BCA (Business Capability Architecture), BCG Matrix, BCMM (Business Continuity Maturity Model), BE (Business Engineering), BCS IS Project Manager, BEA, BEAM (Business Enterprise Architecure Modeling), Belbin Team Roles, BearingPoint, Benchmarking, BETP (Business Transformation Enablement Program), BISL (Business Information Systems Library), Beyond Budgeting, Blended (Combining parts of multiple frameworks), Blue Ocean Strategy, BMM (Business Motivation Model), BMC (Business Model Canvas), BMM (Business Motivation Model), Bolman/Deal Four Frame Model , Bottom of the Pyramid, BOLT, BPEAM (iteratec best-practice enterprise architecture management (EAM) method ), BPMN (Business Process Model Notation), Brainstorm, BPR, Brainstorming, Brand Asset Valuator, Brand Personality, Brand Identity Prism, Breakaway Positioning, Break-even Point, Bricks and Clicks, Bredemeyer, Bridging Epistemologies, BS 10008 (Legal Admissibility of Electronic Evidence), BS 25777 (ICT Continuity Management), BS 10012 (Data Protection), BS 25999 (Business Continuity Management), BS 7858 (Security Vetting), BS 8549 (Security Consultancy), BS 8470 (Secure Destruction of Confidential Material), BSG Concours Next Generation Enterprise, BSIMM (The Building Security In Maturity Model), Business Assessment Array, Bureaucracy, Business Frameworks, Business Intelligence, Business Process Reengineering, Business Process Modeling, CA, CA (Causal Architecture), CAGR, CA (Causal Architecture), Capital Asset Pricing Model, Cash Asset Ratio, Cash Flow Return on Investment, Cash Flow from Operations, Cash Ratio, Cash Value Added, Catastrophe Theory, Catalytic Mechanisms, CATS CM, Causal Model of Organizational Performance and Change, CBDI-SAE (CBDI Service Architecture and Engineering), Cause and Effect Diagram, CEA (CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF)), CEAF (Commision Enterprise IT Architcture Framework (CEAF)), Centralization and Decentralization, CEAP, CFROI, CGRM (Canadian Governments Reference Model), Change Behavior, Change Approaches, Change Dimensions, Change Equation, Change Management, Change Factors, Change Phases, Changing Organization Cultures, Charismatic Leadership, Chaos Theory, CIMOSA, Clarkson Principles, Clicks and Mortar, CLEAR (Comprehensive, Landscaped, Enterprise Architecture Representation.), Clusters, CMM, CMU , CMMI (Capability Maturity Model Integration), Coaching, COBIT, Color Print Thinking, Co-Creation, Competence management, Competing Values Framework, Competitive Advantage Nations, Competitive Advantage framework, Competitive Positions, Complaints Management, Conflict Handling, Component Business Model, Contingency Theory, Co-opetition, CORBA (Commom Object Request Broker Architecture), CORA (Common Reference Architecture), Core Competence, Core Group Theory, Core Quadrants, Core Marketing System, Corporate Reputation Quotient, COSO (Committee of Sponsoring Organizations of the Treadway Commission), Cost of Capital, Cost Benefits Analysis, Cost of Equity, Cost-benefits analysis, Crisis Management, CPFR, Critical Chain, Cross-Functional Team, CSC Catalyst, CSC, CSFs, Cultural Dimensions, Cultural Intelligence, Cultural Dimensions, Culture Levels, Culture Types, Customer Order Decoupling Point, Current Ratio, Customer Pyramid, Customer Relationship Management, Customer Satisfaction model, Customer Satisfaction, Customer Value Profiles, DAD (Disciplined Agile Delivery), DDD (Domain Driven Design), Database Marketing, Debt to Equity Ratio, Decentralization, Delphi Method, Deloitte, Delta Model, Deming Circle, DEMO, Deming Cycle, DEMO 3, Design Thinking, DFD, DESTEP analysis, Dialectical Enquiry, Dialectical Inquiry, DICE Framework, Diamond Model, Dimensions of Change, Dimensions of Relational Work, Direct Marketing, Direct Costing, Direct Response Marketing, Discounted Cash Flow, Distinctive Capabilities, Disruptive Innovation, Dividend Payout Ratio, DNDAF (The DND/CF Architecture Framework), DRAGON1 (Dragon1 EA Method), DoDAF (Department of Defense Architecture Framework), DSDM Atern, DuPont Model, Dynamic Regression, DYA (Dynamic Architecture), E2AF (Extended Enterprise Architecture Framework), EA3 Cube, EAB (Enterprise Architecture Blueprinting), EAAF, EAM-PC (EAM Pattern Catalog ), EAP, Earnings Per Share, Earned Value Management, EBAF (Enterprise Business Architecture Framework), EBCF (Enterprise Busines Culture Framework), EBITDA, EBIT, EBMM (Enterprise Business Motivation Model), Economic Margin, EDS, Economic Value Added, EEAF (OMB Enterprise Architecture Assessment Framework), EFQM (European Foundation for Quality Management Business Excellence framework), EIF European Interoperability Framework, EIF, Emotional Intelligence, Enterprise Architecture Links, Entry Mode Decision, Entrepreneurial Government, EPC, EPCAF (The EPC global Architecture Framework), ERD, EPIC ADVISERS, ERG Theory, ESAAF (European Space Agency Architecture Framework), eSCM-SP, eSCM-CL, Essential Metamodel (Essential Project), eTOM (enhanced Telecom Operations Map), Excess Return, EXAF (Extreme Architecture Framework), Excess Return , Expectancy Theory, Exploratory Factor Analysis, Experience Curve, Exponential Smoothing, Extended Marketing Mix, Fair Value, Facilitation Styles, FCAPS, FDIC (FDIC Enterprise Architecture Framework), FEA (Federal Enterprise Architecture), FDIC Sogeti Framework, FEAF (US Federal Enterprise Architecture Framework), FFLV+GODS (Functions-Flows-Layers-Views + Governance-Operations-Development-Support), Five Forces, Five Disciplines, FMLS-ADF (FMLS Architecture Description Framework), Force Field Analysis, Fourteen Points of Management, Forget Borrow Learn, F-PEC scale, Fragile to Agile, Free Cash Flow, Framing, FSAM (Federal Segment Architecture Methodology), Full Costing, FURP, Functional and process management, GA (Garland and Anthony), GAME (Good enough Architecture Methodology), Gantt Chart, Game Theory, Gartner, GE Business Screen, GEAF (Gartner's Enterprise Architecture Framework), GEA (Queensland Government Enterprise Architecture), GEM, GERAM (Generic Enterprise Reference Architecture (ISO 15704)), Global Sourcing, Gestalt, GM, GOD, GPS for Enterprises, GODS-FFLV (Functions-Flows-Layers-Views Governance-Operations-Development-Support), Gross Profit Percentage, Groupthink, Growth Share Matrix, Growth Phases, Growth Strategies, H&SMM (Health and Safety Maturity Model), Hawthorne Effect, Hagberg Model of Personal Power, HEAF (Health Enterprise Architecture Framework), Hibernate, Hierarchy of Needs, Hierarchic Organization, HL7 (Health Level 7), Horizontal Integration, HP, Hoshin Kanri - Policy Deployment, Human Capital Index, i*, IAF (Capgemini Integrated Architecture Framework), IADS (IBM Architecture Description Standard), IAF (Index Architecture Framework), IAS, IBM SDS, IBM, IBM Unified Method, ICB (IPMA Competence Baseline), IDABC (Interoperable Delivery (of European egovernment services to public) Administrations, Business and Citizens), ICODE (iCode Security Architecture Framework), IDEAL, IDEAS (International Defence Enterprise Architecture Specification for exchange. ), IEEE 1471-2000, IDEF (Integration DEFinnition Methods), IFEAD, IFW (IBM Information FrameWork), Impact/Value framework, Image and Identity, Implementation Management, IN=>ACTS, Industrial column, Inclusive Value Measurement, Industry Change, Industry Life Cycle, Instrumental Approach of Stakeholder Theory, Innovation Adoption Curve, Intangible Assets Monitor, Integration Framework (Architecture and standard interfaces), Intellectual Capital Rating, Intel, Intelligence Pyramid, Internal Rate of Return, International Pricing Strategy, International Market Research, Intrinsic Stakeholder Commitment, IQMM (International Quality Maturity Model (Dipsticks)), ISM3 (Information Security Management Maturity Model), ISM method™ (Integrated Service Management Method), ISO 14000 (Environment)), ISO 15489 (Records Management), ISO 17025 (Tests, calibrations and laboratory management), ISO 15504, ISO 19770 (Software Asset Management), ISO 20000 (Service Management)), ISO 24762 (ICT Disaster Recovery Services), ISO 22301, ISO 25010, ISO 27000 (Information Security), ISO 31000, ISO 27001 (Information Security Management System (ISMS) . ), ISO 31000, ISO 38500 (Corporate governance of information technology - guiding principles), ISO 9000 (Quality), ISO 42010, ISO 9001 (Quality), ISO 9004 (Quality), ISO/IEC 15504, ISO RM-ODP, ISO14001, IT Agile Framework, IT-CMF, IT Toolbox, ITIL (Information Technology Infrastructure Library ), ITSMMM (IT Service Management Maturity Model), Job Strain Model, JADE (Java Agent DEvelopment Framework), Johari Window, Just-in-time, KAOS (Knowledge Acquisition in automated specification / Keep All Objects Satisfied), Kaizen, Kepner-Tregoe Matrix, Knowledge Management, KPMG, KPIs, Kraljic Matrix, Kraljic Model, LEAD (Layered Enterprise Architecture Development), Laswell's Communication Model, Leadership Continuum, Leadership Pipeline, LEAF (Lybeck EA Framework), Leadership Styles, LEAN, Lean management, Learning Organization, Lean Manufacturing, Level 5 Leadership, Levels of Culture, Levers of Control, Leveraged Buy-out, LFA (Logical Framework Approach), Liquidation value, LITEEA (Light Enterprise Architecture), Liquidity Ratio, LMO , Logica, MaBa Analysis, LST (Living Systems Theory), MACCIS, Macroscope, MAGIC, MAF (Management Accountability Framework ), Management Buy-out, Management by Objectives, Managerial Grid, Management Development, Managing for Value, Marginal Costing, Marketing Mix, Market Value Added, Martin Information Engineering, MBPE (Malcolm Baldrige Performance Excellence), MDA, McKinsey Matrix, MEGAF, MEGAF MIKE2.0 , Mergers and Acquisitions, Mentoring, Mergers and Takeovers, Metaplan, MIKE2.0 (Method for an Integrated Knowledge Environment), Microsoft Motion, Mind Mapping, MODAF (Ministry of Defence Architecture Framework), Modeling, Model-driven architecture (MDA) , Modeling business processes, MOF (Microsoft Operations Framework), MoR (Management of Risk ), MoP (Management of Portfolios), Moral Purpose, MoV (Management of Value), MSP (Managing Sucessful Programmes), MSP, Multi Channel Marketing, Multichannel Marketing, NAF (NATO C3 Systems Architecture Framework), Mutual Learning approach, NASCIO, NCOIC, NCR Enterprise Architecture Framework , NCOIC - NIF, Net Present Value, New Zealand Inland Revenue, NIF, NGOSS, NIST Enterprise Architecture Model, NIST SP 800-53, NOPAT, NIST-EAM (NIST Enterprise Architecture Model), NORA - GEMMA, NORA - MARIJ, NORA - WILMA, NORA - PETRA, NORA (Nederlandse Overheid Referentie Architectuur), Normative Approach of Stakeholder Theory, OBASHI Business & IT methodology and framework, OBASHI, OEAF (Oracle Enterprise Architecture Framework), Office of Strategy Management, OIO, OHSAS 18001 (Occupational Health and Safety Management System), OMG MDA, One-to-one Marketing, OPBOK, OODA Loop, Operating Cash Flow, Operating Profit, Operational CRM, Operating Profit Percentage, Operations Research, OPM3, Organization Chart, Organic Organization, organization Charts, Organizational Climate Index, Organizational Culture, Organizational Configurations, Organizational growth, Organizational Learning, Organizational Memory, Organizational Management, OSGi (Open Services Gateway initiative), OSIMM (Open Group Service Integration Maturity Model), P/E ratio, Outsourcing, P3M3 (Portfolio, Programme and Project Management Maturity Model), P3O (Portfolio, Programme and Project ), Panorama 360 - Business Reference Models, PAEI, Panorama 360 - Enterprise Business Architecture Fr, Panorama 360 Market Segment. and Product Develop., Panorama 360 Risk Assessment Framework, Panorama 360 Merger and Acquisition , Parenting Advantage, Parenting Styles, PARTS, Pareto Analysis, Path-Goal Theory, Payback Period, PCI DSS , PCF 5, P-CMM (People - Capability Maturity Model), PDSA, PEDF (Pragmatic Enterprise Direction Framework), PEAF (Pragmatic Enterprise Architecture Framework), PEFF (Pragmatic Enterprise Family of Frameworks), PEG Ratio, PEPF (Pragmatic Enterprise Project Framework), PEOF (Pragmatic Enterprise Operation Framework), PERA, Perception, Performance Management, Performance Categories, Performance matrix for family businesses, Performance Prism, Persuasion Theory, Persuasion Techniques, PESF (Pragmatic Enterprise Support Framework), PEST Analysis, PFMEA (Process Failure Mode Effects Analysis), PETF (Pragmatic Enterprise Transformation Framework), Physical Distribution, Plausibility Theory, PMT (Product-Market technology), PMMM, Portfolio Analysis, POSDCORB, Positive Deviance, Positioning, POSIX, Power, Pragmatic Marketing, PPOOA (Processes Pipelines in Object Oriented Architectures), Praxeme, PricewaterhouseCoopers, PRINCE 2, PRIDE-EEM (PRIDE Enterprise Engineering Methodology), PRINCE2, PRINCE2 (PRojects IN Controlled Environments), PRISM (Partnership for Research in Information Systems Management), Principles of Reinvention, Prisoner's Dilemma, ProAct (Proprietary Enterprise Framework), Product/Market Grid, Product Life Cycle, Profit Pools, PROMIS Framework , Purchasing Process, PRVit, Pyramid Principle, QAW, Quick Ratio, Quality Function Deployment, RAROC, RAS, RASDS (Reference Architecture for Space Data Systems ), RASCI Matrix (Responsible, Accountable, Supportive, Consulted, Informed), Ratio Delay Studies, REA, Real Ratio, Real Options, Regression Analysis, Relationship Marketing, Research method, Relative Value of Growth, Resource Based View, Resource-Based View, Results-Based Leadership, Result Oriented Management, Retention Ratio, Return on Capital Employed, Return on Invested Capital, Return on Equity, Return on Investment, Return on Net Assets, RFID Technology, Reverse Positioning, Risk Management, RiskView, Root Cause Analysis, RM-ODP (ISO Reference Model for Open Distributed Processing), Ross-Weill-Robertson Model, Rule of Three, S&R (Sense & Respond), RWSSA (Rozanski and Woods), S4V (Siemens 4 Views), SABSA (Sherwood Applied Business Security Architecture), SAGA, SAFA, Sales Funnel, SAM (Solution Architecting Mechanism), SASSY (Self-Architecting Software SYstems), SAP EAF (SAP Enterprise Architecture Framework), Scaled Agile, Scenario Planning, ScIAM (Science of Informational Management), SCIA, Scientific Management, SCOR (Supply Chain Operations Reference-model ), SDLC (Systems Development Lifecycle), SCRUM, SECI model, Segmentation, Self-Directed Team, SEI, Servant-Leadership, Service Desk Institute, SERVQUAL, Service Profit Chain, ServQual / RATER, Seven Habits, Seven Surprises, Seven Signs Of Ethical Collapse, SFIA (Skills Framework For the Information Age.), SGCAF (Smart Grid Conceptual Architecture Framework), Shared Service Center, SGEA (Singpaore Government EA Framework), Shareholder Value Perspective, Shearing Layers, Simulation, SID (Shared Information and Data Model), SIT Method (Systematic Inventive Thinking), Situational Leadership, Six Markets, SIVA (Solution, Information, Value, Access), Six Sigma, Six Sigma, Skandia Navigator, Six Thinking Hats, Skandia Navigator , SLEPT Analysis, SMART, SLT (Situational Leadership Theory), Snow man stack, SOA, Social Intelligence, SOAAG (Service Oriented Architecture Adoption Governance Framework), Soft Systems Methodology, Sogeti DYA, SOX (Sarbanes Oxley), SOMA (Service-Oriented Modeling and Architecture ), Spin-Off, Spiral Dynamics, SPIRIT, Spiral of Silence, SPIRIT Platform Blueprint Issue 3.0, SPRING, SSDAM, SqEME, SSE-CMM (Systems Security Engineering - Capability Maturity Model), SSM, Stages of Team Development, Stage-Gate, Stakeholder Analysis, Stakeholder Management, Stakeholder Value Perspective, Stakeholder Mapping, Star Alignment (Star Alignment Model), Stealth Positioning, Strategic Alignment, STEEPLE Analysis, Strategic Alignment Model, Strategic Intent, Strategic Risk Management, Strategic Learning Cycle, Strategic Stakeholder Management, Strategic Thrusts, Strategic Types, Strategic Triangle, Strategy Clock, Strategy Dynamics, STRATPORT, Strategy Map, STRUTS, Supplier Selection, SWOT Analysis, SWOT, SysML 1.2, Systems Dynamics, Talent Branding, Systems Thinking / Dynamics, TAM (Telecom Application Map ), Target marketing, TEAF ((US) Treasury Enterprise Architecture Framework), TDC Matrix, Team Building, Team Management Profile, Ten Principles of Reinvention, Telemarketing, Ten Schools of Thought, The 42 Way (Enterprise Architecture Capture Framework), The Cynefin Framework, The Bank of England Monetary Policy Framework , The Value Net, Theory of Constraints, Theory of Needs, Theory of Mechanistic and Organic Systems, Theory of Planned Behavior, Theory of Reasoned Action, Theory Z, Theory X Theory Y, Three Dimensional Business Definition, Time-Based Activity Based Costing, TOGAF (The Open Group Architecture Framework), TMap NEXT, Total Business Return, Total Cost of Ownership, TQM, Total Shareholder Return, TQM (Total Quality Management), Training Within Industry, TRAK, Trajectories of Industry Change, Triple Bottom Line, Troux Semantics, Twelve Principles of the Network Economy, Turnaround Management, Two Factor Theory, Two Factory Theory, UDEF (Universal Data Element Framework), UADF (Universal Architecture Description Framework), UDS (Urbanisme du SI), UML, Unisys 3DVE, UML Profile-based Integrated Architecture (UPIA), UPDM ( The Unified Profile for DoDAF and MODAF), UPIA = UML Profile-Based Integrated Architecture, VALIT (Enterprise Value Goverance of IT Investments), US GAAP, Value Based Management, Value Chain, Value Disciplines, Value Creation Index, Value Engineering, Value Network, Value Stream Mapping, Value Profit Chain, Value Stream Mapping, ValueReporting Framework, Variable Costing, VALUIT, Vendor Managed Inventory, Vertical Integration, VRIN, VPEC-T (Value, Policies, Events, Content and Trust), VSM (Viable Systems Model), WACC, Working Capital Ratio, Whole Brain Model, xAF (Extensible Architecture Framework), Zachman, Z-Score.
TOGAF
PEAF
ZACHMAN
SABSA
ITIL
COBIT
MSP
PRINCE2
MoV
RUP
SSADM OOA/OOD
AGILE LEAD
SCRUM
SOMA
UML
BMM
SWOT
FIVE-FORCES ISO xxxxx
MoP
MoR
BMPN
O EP T
Where POET Fits Frameworks
Pragmatic is tracking (and categorising) over 900 Frameworks related to the Transformation of Enterprises.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Context /614 Principles of Management, 3C's model, 360 feedback, 3DVE (Originally 3D Visible Enterprise, but now called the Unisys 3D Blueprinting Approach), 3rd Party Logistics (3PL), 4+1 (4+1 view model), 4 Dimensions of Relational Work, 4S Web Marketing Mix, 5 ways model (5 ways model), 7-S Model, 7 Ps, 8D Problem Solving, AAA-Triangle, Absorption Costing, AAF (Automotive Architecture Framework), Accenture, Accounting Earnings, Acord, Acid Test Ratio, Acquisition Integration Approaches, Action Learning, Activity Domain Theory, Activity Based Costing, Adhocracy, ADL Matrix, AF-EAF (Air Force Enterprise Architecture Framework), Advertising, Affiliate Marketing, AGA (Australian Government Architecture (AGA) framework), AGILE, AGATE (Atelier de Gestion de l'ArchiTecturE des Systemes d'Information et de Communication (AGATE)), Agile EA, Agile EA (Agile Enterprise Achitecture), Allstate, AIM (Amsterdam Information Management Model), Altus EA Framework, AM (Avancier Methods), AM for SA (AM for Solution Architecture), AM for EA (AM for Enterprise Architecture), Analogical Strategic Reasoning, Analytical CRM, Anything Architecture, ANSI ISA-95, Appreciative Inquiry, ARCHI (ArchiMate), ARCON (A Reference Architecture for Collaborative Networks), Archimate, ARIMA, ARIS, Ashridge Mission Model, artITecture Architect Method, ASL (Application Services Library), ATAM, Attribution Theory, Attributes of Management Excellence, AUSDAF (Australian Defence Architecture Framework), Australian Government Architecture Reference Models, Balanced Scorecards, Balanced Scorecard, Bases of Social Power, Bass Diffusion Model, BCEA (Business Centred EA), BCA (Business Capability Architecture), BCG Matrix, BCMM (Business Continuity Maturity Model), BE (Business Engineering), BCS IS Project Manager, BEA, BEAM (Business Enterprise Architecure Modeling), Belbin Team Roles, BearingPoint, Benchmarking, BETP (Business Transformation Enablement Program), BISL (Business Information Systems Library), Beyond Budgeting, Blended (Combining parts of multiple frameworks), Blue Ocean Strategy, BMM (Business Motivation Model), BMC (Business Model Canvas), BMM (Business Motivation Model), Bolman/Deal Four Frame Model , Bottom of the Pyramid, BOLT, BPEAM (iteratec best-practice enterprise architecture management (EAM) method ), BPMN (Business Process Model Notation), Brainstorm, BPR, Brainstorming, Brand Asset Valuator, Brand Personality, Brand Identity Prism, Breakaway Positioning, Break-even Point, Bricks and Clicks, Bredemeyer, Bridging Epistemologies, BS 10008 (Legal Admissibility of Electronic Evidence), BS 25777 (ICT Continuity Management), BS 10012 (Data Protection), BS 25999 (Business Continuity Management), BS 7858 (Security Vetting), BS 8549 (Security Consultancy), BS 8470 (Secure Destruction of Confidential Material), BSG Concours Next Generation Enterprise, BSIMM (The Building Security In Maturity Model), Business Assessment Array, Bureaucracy, Business Frameworks, Business Intelligence, Business Process Reengineering, Business Process Modeling, CA, CA (Causal Architecture), CAGR, CA (Causal Architecture), Capital Asset Pricing Model, Cash Asset Ratio, Cash Flow Return on Investment, Cash Flow from Operations, Cash Ratio, Cash Value Added, Catastrophe Theory, Catalytic Mechanisms, CATS CM, Causal Model of Organizational Performance and Change, CBDI-SAE (CBDI Service Architecture and Engineering), Cause and Effect Diagram, CEA (CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF)), CEAF (Commision Enterprise IT Architcture Framework (CEAF)), Centralization and Decentralization, CEAP, CFROI, CGRM (Canadian Governments Reference Model), Change Behavior, Change Approaches, Change Dimensions, Change Equation, Change Management, Change Factors, Change Phases, Changing Organization Cultures, Charismatic Leadership, Chaos Theory, CIMOSA, Clarkson Principles, Clicks and Mortar, CLEAR (Comprehensive, Landscaped, Enterprise Architecture Representation.), Clusters, CMM, CMU , CMMI (Capability Maturity Model Integration), Coaching, COBIT, Color Print Thinking, Co-Creation, Competence management, Competing Values Framework, Competitive Advantage Nations, Competitive Advantage framework, Competitive Positions, Complaints Management, Conflict Handling, Component Business Model, Contingency Theory, Co-opetition, CORBA (Commom Object Request Broker Architecture), CORA (Common Reference Architecture), Core Competence, Core Group Theory, Core Quadrants, Core Marketing System, Corporate Reputation Quotient, COSO (Committee of Sponsoring Organizations of the Treadway Commission), Cost of Capital, Cost Benefits Analysis, Cost of Equity, Cost-benefits analysis, Crisis Management, CPFR, Critical Chain, Cross-Functional Team, CSC Catalyst, CSC, CSFs, Cultural Dimensions, Cultural Intelligence, Cultural Dimensions, Culture Levels, Culture Types, Customer Order Decoupling Point, Current Ratio, Customer Pyramid, Customer Relationship Management, Customer Satisfaction model, Customer Satisfaction, Customer Value Profiles, DAD (Disciplined Agile Delivery), DDD (Domain Driven Design), Database Marketing, Debt to Equity Ratio, Decentralization, Delphi Method, Deloitte, Delta Model, Deming Circle, DEMO, Deming Cycle, DEMO 3, Design Thinking, DFD, DESTEP analysis, Dialectical Enquiry, Dialectical Inquiry, DICE Framework, Diamond Model, Dimensions of Change, Dimensions of Relational Work, Direct Marketing, Direct Costing, Direct Response Marketing, Discounted Cash Flow, Distinctive Capabilities, Disruptive Innovation, Dividend Payout Ratio, DNDAF (The DND/CF Architecture Framework), DRAGON1 (Dragon1 EA Method), DoDAF (Department of Defense Architecture Framework), DSDM Atern, DuPont Model, Dynamic Regression, DYA (Dynamic Architecture), E2AF (Extended Enterprise Architecture Framework), EA3 Cube, EAB (Enterprise Architecture Blueprinting), EAAF, EAM-PC (EAM Pattern Catalog ), EAP, Earnings Per Share, Earned Value Management, EBAF (Enterprise Business Architecture Framework), EBCF (Enterprise Busines Culture Framework), EBITDA, EBIT, EBMM (Enterprise Business Motivation Model), Economic Margin, EDS, Economic Value Added, EEAF (OMB Enterprise Architecture Assessment Framework), EFQM (European Foundation for Quality Management Business Excellence framework), EIF European Interoperability Framework, EIF, Emotional Intelligence, Enterprise Architecture Links, Entry Mode Decision, Entrepreneurial Government, EPC, EPCAF (The EPC global Architecture Framework), ERD, EPIC ADVISERS, ERG Theory, ESAAF (European Space Agency Architecture Framework), eSCM-SP, eSCM-CL, Essential Metamodel (Essential Project), eTOM (enhanced Telecom Operations Map), Excess Return, EXAF (Extreme Architecture Framework), Excess Return , Expectancy Theory, Exploratory Factor Analysis, Experience Curve, Exponential Smoothing, Extended Marketing Mix, Fair Value, Facilitation Styles, FCAPS, FDIC (FDIC Enterprise Architecture Framework), FEA (Federal Enterprise Architecture), FDIC Sogeti Framework, FEAF (US Federal Enterprise Architecture Framework), FFLV+GODS (Functions-Flows-Layers-Views + Governance-Operations-Development-Support), Five Forces, Five Disciplines, FMLS-ADF (FMLS Architecture Description Framework), Force Field Analysis, Fourteen Points of Management, Forget Borrow Learn, F-PEC scale, Fragile to Agile, Free Cash Flow, Framing, FSAM (Federal Segment Architecture Methodology), Full Costing, FURP, Functional and process management, GA (Garland and Anthony), GAME (Good enough Architecture Methodology), Gantt Chart, Game Theory, Gartner, GE Business Screen, GEAF (Gartner's Enterprise Architecture Framework), GEA (Queensland Government Enterprise Architecture), GEM, GERAM (Generic Enterprise Reference Architecture (ISO 15704)), Global Sourcing, Gestalt, GM, GOD, GPS for Enterprises, GODS-FFLV (Functions-Flows-Layers-Views Governance-Operations-Development-Support), Gross Profit Percentage, Groupthink, Growth Share Matrix, Growth Phases, Growth Strategies, H&SMM (Health and Safety Maturity Model), Hawthorne Effect, Hagberg Model of Personal Power, HEAF (Health Enterprise Architecture Framework), Hibernate, Hierarchy of Needs, Hierarchic Organization, HL7 (Health Level 7), Horizontal Integration, HP, Hoshin Kanri - Policy Deployment, Human Capital Index, i*, IAF (Capgemini Integrated Architecture Framework), IADS (IBM Architecture Description Standard), IAF (Index Architecture Framework), IAS, IBM SDS, IBM, IBM Unified Method, ICB (IPMA Competence Baseline), IDABC (Interoperable Delivery (of European egovernment services to public) Administrations, Business and Citizens), ICODE (iCode Security Architecture Framework), IDEAL, IDEAS (International Defence Enterprise Architecture Specification for exchange. ), IEEE 1471-2000, IDEF (Integration DEFinnition Methods), IFEAD, IFW (IBM Information FrameWork), Impact/Value framework, Image and Identity, Implementation Management, IN=>ACTS, Industrial column, Inclusive Value Measurement, Industry Change, Industry Life Cycle, Instrumental Approach of Stakeholder Theory, Innovation Adoption Curve, Intangible Assets Monitor, Integration Framework (Architecture and standard interfaces), Intellectual Capital Rating, Intel, Intelligence Pyramid, Internal Rate of Return, International Pricing Strategy, International Market Research, Intrinsic Stakeholder Commitment, IQMM (International Quality Maturity Model (Dipsticks)), ISM3 (Information Security Management Maturity Model), ISM method™ (Integrated Service Management Method), ISO 14000 (Environment)), ISO 15489 (Records Management), ISO 17025 (Tests, calibrations and laboratory management), ISO 15504, ISO 19770 (Software Asset Management), ISO 20000 (Service Management)), ISO 24762 (ICT Disaster Recovery Services), ISO 22301, ISO 25010, ISO 27000 (Information Security), ISO 31000, ISO 27001 (Information Security Management System (ISMS) . ), ISO 31000, ISO 38500 (Corporate governance of information technology - guiding principles), ISO 9000 (Quality), ISO 42010, ISO 9001 (Quality), ISO 9004 (Quality), ISO/IEC 15504, ISO RM-ODP, ISO14001, IT Agile Framework, IT-CMF, IT Toolbox, ITIL (Information Technology Infrastructure Library ), ITSMMM (IT Service Management Maturity Model), Job Strain Model, JADE (Java Agent DEvelopment Framework), Johari Window, Just-in-time, KAOS (Knowledge Acquisition in automated specification / Keep All Objects Satisfied), Kaizen, Kepner-Tregoe Matrix, Knowledge Management, KPMG, KPIs, Kraljic Matrix, Kraljic Model, LEAD (Layered Enterprise Architecture Development), Laswell's Communication Model, Leadership Continuum, Leadership Pipeline, LEAF (Lybeck EA Framework), Leadership Styles, LEAN, Lean management, Learning Organization, Lean Manufacturing, Level 5 Leadership, Levels of Culture, Levers of Control, Leveraged Buy-out, LFA (Logical Framework Approach), Liquidation value, LITEEA (Light Enterprise Architecture), Liquidity Ratio, LMO , Logica, MaBa Analysis, LST (Living Systems Theory), MACCIS, Macroscope, MAGIC, MAF (Management Accountability Framework ), Management Buy-out, Management by Objectives, Managerial Grid, Management Development, Managing for Value, Marginal Costing, Marketing Mix, Market Value Added, Martin Information Engineering, MBPE (Malcolm Baldrige Performance Excellence), MDA, McKinsey Matrix, MEGAF, MEGAF MIKE2.0 , Mergers and Acquisitions, Mentoring, Mergers and Takeovers, Metaplan, MIKE2.0 (Method for an Integrated Knowledge Environment), Microsoft Motion, Mind Mapping, MODAF (Ministry of Defence Architecture Framework), Modeling, Model-driven architecture (MDA) , Modeling business processes, MOF (Microsoft Operations Framework), MoR (Management of Risk ), MoP (Management of Portfolios), Moral Purpose, MoV (Management of Value), MSP (Managing Sucessful Programmes), MSP, Multi Channel Marketing, Multichannel Marketing, NAF (NATO C3 Systems Architecture Framework), Mutual Learning approach, NASCIO, NCOIC, NCR Enterprise Architecture Framework , NCOIC - NIF, Net Present Value, New Zealand Inland Revenue, NIF, NGOSS, NIST Enterprise Architecture Model, NIST SP 800-53, NOPAT, NIST-EAM (NIST Enterprise Architecture Model), NORA - GEMMA, NORA - MARIJ, NORA - WILMA, NORA - PETRA, NORA (Nederlandse Overheid Referentie Architectuur), Normative Approach of Stakeholder Theory, OBASHI Business & IT methodology and framework, OBASHI, OEAF (Oracle Enterprise Architecture Framework), Office of Strategy Management, OIO, OHSAS 18001 (Occupational Health and Safety Management System), OMG MDA, One-to-one Marketing, OPBOK, OODA Loop, Operating Cash Flow, Operating Profit, Operational CRM, Operating Profit Percentage, Operations Research, OPM3, Organization Chart, Organic Organization, organization Charts, Organizational Climate Index, Organizational Culture, Organizational Configurations, Organizational growth, Organizational Learning, Organizational Memory, Organizational Management, OSGi (Open Services Gateway initiative), OSIMM (Open Group Service Integration Maturity Model), P/E ratio, Outsourcing, P3M3 (Portfolio, Programme and Project Management Maturity Model), P3O (Portfolio, Programme and Project ), Panorama 360 - Business Reference Models, PAEI, Panorama 360 - Enterprise Business Architecture Fr, Panorama 360 Market Segment. and Product Develop., Panorama 360 Risk Assessment Framework, Panorama 360 Merger and Acquisition , Parenting Advantage, Parenting Styles, PARTS, Pareto Analysis, Path-Goal Theory, Payback Period, PCI DSS , PCF 5, P-CMM (People - Capability Maturity Model), PDSA, PEDF (Pragmatic Enterprise Direction Framework), PEAF (Pragmatic Enterprise Architecture Framework), PEFF (Pragmatic Enterprise Family of Frameworks), PEG Ratio, PEPF (Pragmatic Enterprise Project Framework), PEOF (Pragmatic Enterprise Operation Framework), PERA, Perception, Performance Management, Performance Categories, Performance matrix for family businesses, Performance Prism, Persuasion Theory, Persuasion Techniques, PESF (Pragmatic Enterprise Support Framework), PEST Analysis, PFMEA (Process Failure Mode Effects Analysis), PETF (Pragmatic Enterprise Transformation Framework), Physical Distribution, Plausibility Theory, PMT (Product-Market technology), PMMM, Portfolio Analysis, POSDCORB, Positive Deviance, Positioning, POSIX, Power, Pragmatic Marketing, PPOOA (Processes Pipelines in Object Oriented Architectures), Praxeme, PricewaterhouseCoopers, PRINCE 2, PRIDE-EEM (PRIDE Enterprise Engineering Methodology), PRINCE2, PRINCE2 (PRojects IN Controlled Environments), PRISM (Partnership for Research in Information Systems Management), Principles of Reinvention, Prisoner's Dilemma, ProAct (Proprietary Enterprise Framework), Product/Market Grid, Product Life Cycle, Profit Pools, PROMIS Framework , Purchasing Process, PRVit, Pyramid Principle, QAW, Quick Ratio, Quality Function Deployment, RAROC, RAS, RASDS (Reference Architecture for Space Data Systems ), RASCI Matrix (Responsible, Accountable, Supportive, Consulted, Informed), Ratio Delay Studies, REA, Real Ratio, Real Options, Regression Analysis, Relationship Marketing, Research method, Relative Value of Growth, Resource Based View, Resource-Based View, Results-Based Leadership, Result Oriented Management, Retention Ratio, Return on Capital Employed, Return on Invested Capital, Return on Equity, Return on Investment, Return on Net Assets, RFID Technology, Reverse Positioning, Risk Management, RiskView, Root Cause Analysis, RM-ODP (ISO Reference Model for Open Distributed Processing), Ross-Weill-Robertson Model, Rule of Three, S&R (Sense & Respond), RWSSA (Rozanski and Woods), S4V (Siemens 4 Views), SABSA (Sherwood Applied Business Security Architecture), SAGA, SAFA, Sales Funnel, SAM (Solution Architecting Mechanism), SASSY (Self-Architecting Software SYstems), SAP EAF (SAP Enterprise Architecture Framework), Scaled Agile, Scenario Planning, ScIAM (Science of Informational Management), SCIA, Scientific Management, SCOR (Supply Chain Operations Reference-model ), SDLC (Systems Development Lifecycle), SCRUM, SECI model, Segmentation, Self-Directed Team, SEI, Servant-Leadership, Service Desk Institute, SERVQUAL, Service Profit Chain, ServQual / RATER, Seven Habits, Seven Surprises, Seven Signs Of Ethical Collapse, SFIA (Skills Framework For the Information Age.), SGCAF (Smart Grid Conceptual Architecture Framework), Shared Service Center, SGEA (Singpaore Government EA Framework), Shareholder Value Perspective, Shearing Layers, Simulation, SID (Shared Information and Data Model), SIT Method (Systematic Inventive Thinking), Situational Leadership, Six Markets, SIVA (Solution, Information, Value, Access), Six Sigma, Six Sigma, Skandia Navigator, Six Thinking Hats, Skandia Navigator , SLEPT Analysis, SMART, SLT (Situational Leadership Theory), Snow man stack, SOA, Social Intelligence, SOAAG (Service Oriented Architecture Adoption Governance Framework), Soft Systems Methodology, Sogeti DYA, SOX (Sarbanes Oxley), SOMA (Service-Oriented Modeling and Architecture ), Spin-Off, Spiral Dynamics, SPIRIT, Spiral of Silence, SPIRIT Platform Blueprint Issue 3.0, SPRING, SSDAM, SqEME, SSE-CMM (Systems Security Engineering - Capability Maturity Model), SSM, Stages of Team Development, Stage-Gate, Stakeholder Analysis, Stakeholder Management, Stakeholder Value Perspective, Stakeholder Mapping, Star Alignment (Star Alignment Model), Stealth Positioning, Strategic Alignment, STEEPLE Analysis, Strategic Alignment Model, Strategic Intent, Strategic Risk Management, Strategic Learning Cycle, Strategic Stakeholder Management, Strategic Thrusts, Strategic Types, Strategic Triangle, Strategy Clock, Strategy Dynamics, STRATPORT, Strategy Map, STRUTS, Supplier Selection, SWOT Analysis, SWOT, SysML 1.2, Systems Dynamics, Talent Branding, Systems Thinking / Dynamics, TAM (Telecom Application Map ), Target marketing, TEAF ((US) Treasury Enterprise Architecture Framework), TDC Matrix, Team Building, Team Management Profile, Ten Principles of Reinvention, Telemarketing, Ten Schools of Thought, The 42 Way (Enterprise Architecture Capture Framework), The Cynefin Framework, The Bank of England Monetary Policy Framework , The Value Net, Theory of Constraints, Theory of Needs, Theory of Mechanistic and Organic Systems, Theory of Planned Behavior, Theory of Reasoned Action, Theory Z, Theory X Theory Y, Three Dimensional Business Definition, Time-Based Activity Based Costing, TOGAF (The Open Group Architecture Framework), TMap NEXT, Total Business Return, Total Cost of Ownership, TQM, Total Shareholder Return, TQM (Total Quality Management), Training Within Industry, TRAK, Trajectories of Industry Change, Triple Bottom Line, Troux Semantics, Twelve Principles of the Network Economy, Turnaround Management, Two Factor Theory, Two Factory Theory, UDEF (Universal Data Element Framework), UADF (Universal Architecture Description Framework), UDS (Urbanisme du SI), UML, Unisys 3DVE, UML Profile-based Integrated Architecture (UPIA), UPDM ( The Unified Profile for DoDAF and MODAF), UPIA = UML Profile-Based Integrated Architecture, VALIT (Enterprise Value Goverance of IT Investments), US GAAP, Value Based Management, Value Chain, Value Disciplines, Value Creation Index, Value Engineering, Value Network, Value Stream Mapping, Value Profit Chain, Value Stream Mapping, ValueReporting Framework, Variable Costing, VALUIT, Vendor Managed Inventory, Vertical Integration, VRIN, VPEC-T (Value, Policies, Events, Content and Trust), VSM (Viable Systems Model), WACC, Working Capital Ratio, Whole Brain Model, xAF (Extensible Architecture Framework), Zachman, Z-Score.
TOGAF
PEAF
ZACHMAN
SABSA
ITIL
COBIT
MSP
PRINCE2
MoV
RUP
SSADM OOA/OOD
AGILE LEAD
SCRUM
SOMA
UML
BMM
SWOT
FIVE-FORCES ISO xxxxx
MoP
MoR
BMPN
O EP T
Where POET Fits Frameworks
Here we a small set of frameworks that you may already use or wish to use, set in the coherent and
holistic context that POET provides.
www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August 2014
Context /6 Why Use POET2 How POET Helps
POET allows Executive Management to take acoherent and holistic view of the whole of the
Transformation part of their Enterprise, allowing them to pragmatically increase its maturity, and thereby
increasing its 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 Transformation, but the Transformation of Transformation,
to better enable the Transformation of Operations.
Recommended