Index

PEFF

Head

Language

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

Effectiveness
Efficiency
Quality Time
Fundamentals
Thinking
Empowerment
Sustainability

Ontologies

Ontologies

Structural

MAGIC
Relationships
Interrelations

Transformational

MAGMA
Relationships

Enterprise

DOTS
Relationships
Problems
Department Mapping
Department Percentages

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

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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Enterprise Fundamentals

A Pragmatic Approach Using PEFF

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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.

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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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