Index

POET

Head

Methods

Methods

Disciplines

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

PEAF

Adoption

Step 5
Actions
Setup EA Governance

Step 6

Rollout Process Change

Methods

Phases

Roadmapping

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

Artefacts

Meta models

Transformational

Principles
Debt Agreement

Guidance

Guidance

Principles

Overview
Types
WHAT We Produce
HOW We Do Transformation

Culture

Culture

Organisation Structure

Traditional vs Pragmatic
       
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3. EA Governance - Governance & Lobbying (Roadmapping<>Solutioning)




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The words Strategic and Tactical are used frequently in Enterprises in relation to Transformation. However, these words are normally ill defined, and as such, different groups tend to use them in different ways, while assuming they are being used in the same way.

“The Business”

“The Business” tends to talk in terms of WHY work is required. Objectives.

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Keypoint

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Don’t confuse the Tactical/Strategic reasons for doing projects, with the Tactical/Strategic methods of executing them.

Management: Ensure everyone in the Enterprise understands the difference between a Strategic/Tactical project, vs a project executed in a Strategic/Tactical way.

Questions to ponder...

Does your Enterprise confuse Strategic Projects and Tactical work?

If so, does that cause any problems?

What needs to change to alleviate those problems?

Can you think of an example of Tactically Important work, done in a Strategic way?





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