Display Framework

PF2

Head

Introduction

Companies

Overview

Pragmatic EC

Licensing

Training

Certification Courses

Focused Workshops

Options

Pragmatic Publishing Platform

Overview

Design

Frameworks

Introduction

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

Pragmatic

Ontologies

Structural

Transformational

Enterprise

DOTS Department Mapping

DOTS Department Percentages

Adoption

Overview

Detail

Guidance

Iterations

Single

Over Time

Step 0

The First Step is NOT the Hardest

Actions

Motivation

Paradigm Shift

WE Deming

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

Level 1

Step 2

Actions

Measures

PTMC

Level 2

Step 3

Actions

Measures

PTMC

POET

Adoption

Methods

Disciplines

Overview

Requirements Management

Jumping to Conclusions

Governance and Lobbying Discipline

Governance and Lobbying

Artefact Mapping

Transformation Synchronisation

Technical Debt

Technical Debt vs Transformation Debt

Transformation Debt

Overview

Investment Profiles

Investment Results

Artefacts

Overview

Transformational MAGMA

Relationships

MAGIC and MAGMA Derivation

Mapping

Ontology

Volume Volatility and Focus

Impact and Costs

Population

Two Whys

Recursive Model Abstractions

Transitions

Detail

Structural and Transformational Zachman

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

Frameworks

Tools

Culture

Organisation Structure

Management

Workers

Culture Trumps Everything

The Power of Culture

Immense Problems

Immense Opportunities

Slaves to Psychology

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

Architecture and Engineering

Yin and Yang

Architect Horizontally Engineer Vertically

The Architect

What Does An Architect Do

Architect or Charlatan

The Pragmatic Architect Creed

PEAF

Adoption

Risks

The Brick Wall of Misconception

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

Meta models

Guidance

Principles

Overview

Types

WHAT We Want to Achieve

HOW We Will Achieve It

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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Keypoint	Adopt this component by...
Jack Welch, Darwin and Einstein do have a point!	C-Suite: Agree that Operations can only flourish, if Transformation enables it.

Questions to ponder...

Does the rate of change on the outside of your Enterprise exceeds the rate of change of your Enterprise today? Next year? In five years time?

Is your Enterprise more or less adaptable than your competitors, today? Next year? In five years time?

What new thinking is your Enterprise employing today? Next year? In five years time?

If you ignore these sage words, what do you think your Enterprise will look like in 5 years?