a pragmatic briefing for senior executives and stakeholders enterprise transformation why should i...

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.


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


A decision point is reached after 1 minute where the

viewer can decide to continue or not





Fundamental Problem


Another decision point is reached after 3 minutes and

then 4 minutes.





Fundamental Problem


A final decision point is reached at the end of the

presentation.





Fundamental Problem


Lets Begin with a Premise…


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.


Decision point…


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…


Definitions


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


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)


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.


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


Problems & Opportunities


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.


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


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


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


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?


Decision point…


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



What is theFundamental Problem?


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…


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.


Decision point…


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



What is theFundamental Solution?


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


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.


The Architecture Paradigm™


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


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







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.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Justification MUST be based on understanding when it is applicable and

when it is not.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







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.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







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.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







If Structural Complexity is very low, then

Transformational Volatility can rise

to very high levels before use of The

Architecture Paradigm™

becomes advantageous.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







If Transformational Volatility is very low, then Structural

Complexity can rise to very high levels before use of The

Architecture Paradigm™ become advantageous.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Therefore justification for utilising The Architecture Paradigm™ rises as a

function of Transformational Complexity.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







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.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.








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



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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™



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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™



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


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.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

No


Environment /4


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


Environment /4


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








These adjustments to the Methods, Artefacts,

Culture and Environment used for Transformation take an investment of time, money and most

importantly, will.


Environment /4


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








How much time, money and will is required, is a function of the

current Transformational Complexity that

exists.


Environment /4


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








As the need to make the

adjustments increases, the will

to make them decreases.


Environment /4


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








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.


Environment /4


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








When you are drowning,

it’s too late to learn to how swim.


Environment /4


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








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.


Environment /4


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









Environment /4

Val

ue G

aine

d

Expectations

Reality

Chasm of Procrastination

Time

The Architecture Paradigm™2 Justification - Procrastination


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


Peoples expectations of short term value are too

high and their expectations of long term

value are too low.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


In reality, short term value is much less than expected but long term value is much higher

than expected.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


There is a time lapse between making the

investment in utilising The Architecture

Paradigm™ and reaping it’s benefits.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


Justification for The Architecture Paradigm™ cannot be based on the

benefit of the next project or even the next 2, 3 or 4

projects.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


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.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time



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


Enterprise Debt™


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.



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


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM



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


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM



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


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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™.


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


Enterprise Debt™ is a measure of the money, people, and time that would be required to pay off

the debt.


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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.


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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.


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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!)


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


Enterprise Debt™ is not an exercise in making sure that the Assigned Budget always equals the

Required Budget.


ThePragmaticWorld

Remedial work


increases

reduces

PaysInterest on

surfacesas

increases

surfaces as


surfaces as

RequiredBudget

TransformationDEBT

AssignedBudget

TheReal


Budget

ThePerfectWorld

RequiredBudget

AssignedBudget

Enterprise Debt

£TM

TM


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.


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.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


The level of investment rises, but

very slowly, while costs are kept low.

During this time hidden Enterprise Debt™ is slowly

building up…


Environment /4




Time

Inve

stm

ent/C

ost (

$)


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.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


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.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


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.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


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.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


This causes Un-predictability, which leads to Un-stability,

which means management is not in

Control.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


These large, unplanned and abrupt rises in investment, can often occur at

the same time that an incumbent CIO is replaced by another!


Environment /4

Time

Inve

stm

ent/C

ost (

$)

Exposing & Managing Enterprise Debt™




This diagram illustrates the Transformation

investment/cost profile of an organisation that DOES

expose and manage Enterprise Debt™ (shown in

green).


Environment /4

Time

Inve

stm

ent/C

ost (

$)





The level of investment rises more steeply than before as

management decisions release resources to keep Enterprise Debt™ under

control.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





Enterprise Debt™ does build up but this debt is exposed and managed and does not

get as large as before.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





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.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





In addition, while this investment solves any short term problems that may be evident it is also aligned to

longer term goals.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





After the investment, we again return to a more

moderate level of investment and the whole process

repeats its self.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





This graph is characterised by: -1. An Increased level of investment while Enterprise

Debt™ is exposed and managed2. Followed by moderate investment when planned


Environment /4

Time

Inve

stm

ent/C

ost (

$)





This provides Predictability, which leads to Stability, which

means management is in Control


Environment /4

Time

Inve

stm

ent/C

ost (

$)





If you are doing this properly, no one will

notice!


Environment /4

Time

Inve

stm

ent/C

ost (

$)








Which path are you on?


How do we become more mature?


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


What is a Framework…


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



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


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”.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

To do that there are three fundamental phases: -



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

1. Evaluate –Measure how

mature we are and if we should investigate

increasing our maturity.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

2. Analyse –Determine how to

change, and to secure the mandate

and budget required to do so.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

3. Modify –Make the changes

identified to increase our maturity.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

And these three phases are supported by a Maturity Model.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them


Environment /4 Primitives1 FrameworksVa

lue

Gai

ned

Time

-ve

Maturity

Analyse

Evaluate Modify

Mat

urity

MODIFY

ANAL

YSE

EVAL

UAT

E


Expectations of Value

ActualValue

There is a time lapse between making the

investment to increase maturity and reaping it’s

benefits.


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.


Next Steps?


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


Elaborating

Develop Changes

Days People USD150k60 10

Constructing

Days People USD030 40

Rollout Changes


Transitioning

Agree VisionFramework Training NextSteps

Consider Maturity(Detailed)

NextSteps

DevelopMethods, Artefacts, Culture & Environment

MitigateRisks

NextSteps

MitigateRisks

NextSteps

RolloutMethods, Artefacts, Culture & Environment

MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping

Fundamental SolutionPremise Next

StepsFundamental

Problem

Framework Selection

Consider Maturity(High Level)

NextSteps

FrameworkAwareness

Understand ET Framework


Initiating

Plan Rollout of ET Framework


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

You have already taken

the most important step

by watching this presentation


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


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.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


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.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


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.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


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.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select ET Framework


Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

Finally, the changes are rolled out into live operation where an increase in Transformational maturity is

achieved


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


Review Business

Case

Proceed to Initiation?

XOR

Conduct “other” XX Framework

Workshops

Other Framework Providers

Support

ProjectBoard


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…




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR


Workshops


Support

ProjectBoard


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.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR


Workshops


Support

ProjectBoard


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.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR


Workshops


Support

ProjectBoard


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.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR


Workshops


Support

ProjectBoard


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.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR


Workshops


Support

ProjectBoard


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

Next Steps


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



TOGAF

PEAF

ZACHMAN

SABSA

ITIL

COBIT

MSP

PRINCE2

MoV

RUP

SSADM OOA/OOD

AGILE LEAD

SCRUM

SOMA

UML

BMM

SWOT


MoP

MoR

BMPN

O EP T


Pragmatic is tracking (and categorising) over 900 Frameworks related to the Transformation of Enterprises.



TOGAF

PEAF

ZACHMAN

SABSA

ITIL

COBIT

MSP

PRINCE2

MoV

RUP

SSADM OOA/OOD

AGILE LEAD

SCRUM

SOMA

UML

BMM

SWOT


MoP

MoR

BMPN

O EP T


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.


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.


Decision point…

www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v1.1 August [email protected] www.PragmaticEA.com

Will you contact

to arrange your

awareness workshop?

P O E TTM

a pragmatic briefing for senior executives and stakeholders enterprise transformation why should i...

Documents

professional pragmatic

pragmatic ontology

pragmatic briefing

ea frameworks

final decision point

senior executives

use poet2basic premise

examples of problems