Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

Frameworks

Comparisons

TOGAF and Zachman
Misunderstanding

TOGAF

Now What
Content vs Benefits
Overall
ADM
Other Frameworks
Other Detail
Guidance vs Detail
Trends

PEFF

Head

Ontologies

Ontologies

Structural

MAGIC
Relationships

Transformational

MAGMA
Relationships

Enterprise

DOTS
Relationships

Adoption

Adoption
Overview
Detail

Guidance

Iterations

Single
Over Time

Measures

Maturity Model

PTMC

Levels
Tools
Example Report
Step 0
The First Step is NOT the Hardest
Actions

Measures PTMC

Level 0

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
False Accomplishment
Oversimplification
Reality Avoidance
Its Just Not Sexy
The Drowning Children
Step 1
Actions

Measures PTMC

Level 1
Step 2
Actions

Measures PTMC

Level 2
Step 3
Actions

Measures PTMC

Level 3

POET

Head

Methods

Methods

Phases

Models

Disciplines

Governance and Lobbying

Transformation Synchronisation
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Artefacts

Artefacts

Ontology

Detail

Structural and Transformational Zachman
Models

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Culture

Organisation Structure

Management
Workers

Slaves to Psychology

The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Comparison

PEAF

Head

Adoption

Adoption
Step 4
Actions
Risks
Step 5
Actions
Setup EA Governance
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

Methods

Methods
Governance and Lobbying
Process
Overview
Dovetailing with the Project Process
Strategic vs Tactical
Transformation Debt
Ratio

Artefacts

Artefacts

Ontology

Models

Relationships

Meta models

Transformational

Principles
Debt Agreement

Guidance

Guidance

Principles

Overview
Types
WHAT We Produce
HOW We Do Transformation

Items

Items

Tools

Evaluation

X Requirements

Culture

Culture

Organisation Structure

Traditional vs Pragmatic

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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PEFF>Adoption>Step-0>Motivation>WE-Deming ◄◄◄           .           ►►► PEFF>Adoption>Step-0>Motivation>Enterprise-Viability

I first met project/change failure statistics in around 1982. I had been working on projects for a couple of years, and many failed. Of course, no one admitted that they failed. But they did.

Here we are 39 years later in 2021 and the bad news has not changed. That is very sad.

Sad for the Enterprises involved of course, but also sad for the disillusioned and depressed people working on those projects. I know because I have worked on many failed projects over the last 36 years. The only thing more depressing than knowing the project you are working on is going to fail, is having no ability to do anything to stop it, and in many cases the ignominy of being vilified for pointing it out. “Think positive!” and “Just Do it!” are in copious supply but, “Oh bugger, thanks for pointing that out. We’d better take stock…” is nowhere to be found.

 ...to read more, please Login or Register

PEFF>Adoption>Step-0>Motivation>WE-Deming ◄◄◄         Enroll to Self Study Now!         ►►► PEFF>Adoption>Step-0>Motivation>Enterprise-Viability

Keypoint

Adopt this component by...

70% of all change will continue to fail, unless you change how you change.

C-Suite: Accept the inconvenient truth that 70% of change initiative fail.

C-Suite: Mandate the use of the PTMC to find out what’s wrong in your Enterprise.

Questions to ponder...

What are the success/failure rates for your Enterprises change initiatives?

Do they even get measured?

What will you do to bang the boardroom table for resources to mature your Enterprises Transformation capability?

























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