Display Framework

PF2

Head

Introduction

Companies

Overview

Pragmatic EC

Licensing

Training

Certification Courses

Focused Workshops

Options

Pragmatic Publishing Platform

Overview

Design

Frameworks

Overview

Available Now

PEFF Enterprise Fundamentals

Why Use It

POET Enterprise Transformation

Overview

Why Use It

Operating Model

PEAF Enterprise Architecture

Overview

Why Use It

Logical Model

PTMC Transformation Maturity

Coming Soon

PEEF Enterprise Engineering

Comparisons

TOGAF

Zachman

Missing Perspective and Model

Overall

Architect Engineer

Why How

How When What Where Who

Perspectives and Models

Adoption

Overview

Mapping

PEFF

Head

Language

Basics

I Didnt Mean What You Heard

What is a System

What is an Enterprise

What is Transformation

What is a Framework

Theory or Practice

Colours

What is Business Architecture Enterprise Architecture Solution Architecture

Pragmatic

Ontologies

Structural

MAGIC

Transformational

MAGIC and MAGMA Derivation

Enterprise

DOTS Department Mapping

DOTS Department Percentages

Adoption

Overview

Detail

Guidance

Iterations

Measures

PTMC

The First Step is NOT the Hardest

Measures PTMC

Motivation

70 of All Change Initiatives Fail

Enterprise Viability

Sage Words

Basic Premise

The Transformation of Transformation

What Your Transformation Capability Looks Like

Building the Machine that Makes the Machine

Culture

Demotivation

Dont Throw The Baby Out With The Bathwater

Domain Blindness

The Red Pill

►	Timing Paradox

Management Workers Paradox

Process Paradox

Unconscious Degradation

The Drowning Children

Measures PTMC

Measures PTMC

Measures PTMC

POET

Adoption

Methods

Phases

Disciplines

Requirements Management

Jumping to Conclusions

Governance and Lobbying Disciplines

Governance and Lobbying

Artefact Mapping

Transformation Synchronisation

Technical Debt

Technical Debt vs Transformation Debt

Transformation Debt

Overview

Investment Profiles

Investment Results

Artefacts

Overview

Architectures

Ontology

Basics

Mapping to Phases

Volume Volatility and Focus

Impact and Costs

Population

Two Whys

Recursive Model Abstractions

Transitions

Detail

Structural and Transformational Zachman

Models

Meta models

Mapping

Guidance

Items

The Architecture Paradigm

What is Architecture

Purpose

Its Not What You Think

Structural Complexity

Transformational Volatility

Transformational Complexity

Contextual Volatility and Complexity

Justification

Abstraction and Elaboration

Relationships

The Value is in the Lines not the Boxes

Patterns

Models Meta Models and Semantics

Architecture and Engineering

Why and How

Yin and Yang

Architect Horizontally Engineer Vertically

Frameworks

Tools

Culture

Organisation Structure

Management

Workers

Culture Trumps Everything

For Better or Worse

The Power of Culture

Immense Problems

Immense Opportunities

Slaves to Psychology

What Do You Think

Is All Value Easy to See

I Was Only Doing What I was Told

Are You Better Than a 5 Year Old

Who Decides

Absolute Power Corrupts Absolutely

Style over Substance

The Halo Horn Effect

Cognitive Dissonance

The Dunning Kruger Effect

The Peter Principle

The Matthew Effect

Prices Law

The Best Managers Are Sociopaths

Personality Traits

The Prison of Two Ideas

Architects and Engineers

Fundamentals

Comparison

Architects and Engineers Who Are You

The Architect

Secrets

An Impossible Job

What Does An Architect Do

Architect or Charlatan

The Pragmatic Architect Creed

PEAF

Adoption

Prepare Process Change

Define the EA Meta model

Prepare EA Education

Prepare Culture Change

Select an EA Modelling Tool

Step 6

Actions

Rollout Process Change

Actions

Setup the EA Meta model

Provide EA Education

Rollout Culture Change

Rollout EA Modelling Tool

Guidance

What Is EA

Bridging the Gap

You Decide

Solution Architecture

160 Char Challenge

Simplified Description

Frameworks

Why use a PM Framework

Why use an EA Framework

Where to Start

Can I start with one Department

Tools

Issues

Ability to Use Information

Effort to Maintain Information

Methods

Phases

Capability Modelling

Create update Intermediate Models

Create update Portfolio Model

Enterprise Transformation Strategy

Solutioning

Process

Governance and Lobbying

Process

Overview

Dovetailing with the Project Process

Strategic vs Tactical

Disciplines

Artefacts

Ontology

Structural and Transformational

Models

Meta models

Guidance

Principles

Overview

Types

WHAT We Produce

HOW We Do Transformation

Items

Frameworks

Tools

Evaluation

Culture

Organisation Structure

Traditional vs Pragmatic

Enterprise Architect

Type 1

Type 2

The Management vs The Workers

Most Valued Player MVP

Comparison

IT vs The Business

Is IT Special

What vs How

Yes But Not Because its IT

When Two Tribes Go To War

Should IT Ever Say No to The Business

Comparison

Roles

Overview

SIB Strategic Investment Board

EASG Enterprise Architecture Steering Group

PF2

Appendix

Background

The Author

Keypoints

Sources and Resources

Tail

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PEFF>Adoption>Step-0>Demotivation>The-Red-Pill ◄◄◄

►►► PEFF>Adoption>Step-0>Demotivation>Management-Workers-Paradox

The Timing Paradox barrier to getting an Enterprise to mature its Transformation capability is that at the point in time when maturation is required, there are no resources to effect the change, while when there are resources to effect the change there is no requirement to do so.

Bad Times

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PEFF>Adoption>Step-0>Demotivation>The-Red-Pill ◄◄◄

Self Study For Free

►►► PEFF>Adoption>Step-0>Demotivation>Management-Workers-Paradox

Keypoint	Adopt this component by...
Timing Paradox: When maturation is needed, there are no resources to effect the change. When there are resources to effect the change, there is no requirement to do so.	C-Suite: When times are good, call for the maturation of the Transformation Capability.

Questions to ponder...

Is your Transformation capability experiencing “Good times” or “Bad times”?

Is your Transformation capability permanently in “Bad times”?

How will your Enterprise break the Timing Paradox?