BBusiness Needs With TOGAF PDF

Meeting the Needs of the Business with TOGAF
Using the Architecture Development Method

and supporting techniques
Mike Lambert
Architecting the Enterprise Ltd.
mike@architecting-the-enterprise.com
9 SLIDE 1 of 44
ADM Guidelines and Techniques
Architecting the Enterprise Limited Copyright © 2010
TOGAF 9 Context
TOGAF Capability
Framework Architecture Capability
Framework
(Part VII)
► Part III of TOGAF includes

Architecture Development Method ■ Specific Techniques that are
(Part II) useful when performing
TOGAF ADM and
ADM Guidelines and
Content Framework
Techniques (Part III)
specific tasks in the ADM
Architecture Content
Framework (Part IV)
Enterprise Continuum & Tools

(Part V)
TOGAF Enterprise TOGAF Reference Models

Continuum & Tools (Part VI)
9 SLIDE 2 of 44
The TOGAF 9 Architecture Development Method
Preliminary
A
Architecture
H
Vision
Architecture B
Change Business
Management Architecture
CC
G Information
Information
Requirements System
Implementation System
Management Architectures
Governance Architectures
F D
Migration Technology
Planning Architecture
E
Opportunities
& Solutions
9 SLIDE 3 of 44
ADM Techniques
TOGAF Capability
Framework Architecture Capability
Framework Capability-Based Planning
(Part VII) Business Scenarios
Applying the ADM at Different
Enterprise Levels
Applying Iteration to the ADM
Architecture Development Method
Architecture Principles
TOGAF ADM and
(Part II) Stakeholder Management
Content Framework ADM Guidelines and Migration Planning Techniques
Techniques (Part III)
Business Transformation
Readiness Assessment
Architecture Content
Framework (Part IV)
Risk Management
Enterprise Continuum & Tools

(Part V)
TOGAF Enterprise TOGAF Reference Models

Continuum & Tools (Part VI)
9 SLIDE 4 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Capability Based
G
Implementation
Governance
Requirements
Management
CC
Information
Information
System
System
Architectures
Architectures
Planning
F D
E
Opportunities
& Solutions
9 SLIDE 5 of 44
Capability Defined
An ability that an organization,

person, or system possesses.
Capabilities are typically expressed in

general and high-level terms and
typically require a combination of
organization, people, processes, and
technology to achieve.
For example, marketing, customer

contact, or outbound telemarketing.
Source: TOGAF Version 9
9 SLIDE 6 of 44
Capability Based Planning
► Capability-Based Planning is a business planning technique that focuses

on business outcomes
■ The planning, engineering, and delivery of strategic business capabilities to the
enterprise
■ Benefits accrue to the enterprise rather than specific units within the
organization
■ Requires the ability to cross organization boundaries
■ Specific units may be negatively impacted
9 SLIDE 7 of 44
Capability Increments and Dimensions
9 SLIDE 8 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Business Scenarios
CC
Information
G Information
Requirements System
F D
E
Opportunities
& Solutions
9 SLIDE 9 of 44
What is a Business Scenario?
► A Business Scenario describes

■ A business process - an application or set of applications enabled by
the proposed solution
■ The business and technology environment
■ The people and computing components (called “actors”) who execute
it
■ The desired outcome of proper execution
9 SLIDE 10 of 44
Business Scenarios and TOGAF ADM
Preliminary
Business Scenarios are used
heavily in the initial phases A & B
of the ADM to A
define the relevant business Architecture
H
requirements and Architecture
Vision
B
build consensus with business Change Business
management and other Management Architecture
stakeholders
CC
G Information
Information
Requirements System
The business requirements are

important throughout all phases of F D
the ADM life cycle Migration Technology
E
Opportunities
& Solutions
9 SLIDE 11 of 44
Key Messages
► Delivering Business Scenarios is a serious business

► The organization's future depends on it
► We need to get it more than right!
► Building Business Scenarios should be used as a team building exercise

with all the Stakeholders and a way of building good relationships with
customers, partners and suppliers
► Developing Business Scenarios should be a positive experience for all

involved
9 SLIDE 12 of 44
Building a Business Scenario
Identify, document and rank

the problem driving the
scenario
Identify business and technical

environment where situation is
occurring, and document in
scenario models
Identify and document desired

objectives - the results of
handling the problems
successfully - get SMART
9 SLIDE 13 of 44
Identify human actors, their

roles, their place in the
business model
Identify computer actors

(computing elements), their
roles, their place in the
technology model
Identify and document roles,

responsibilities, measures of
success per actor
9 SLIDE 14 of 44
Check for “fitness for purpose”

and refine only if necessary
9 SLIDE 15 of 44
Business Scenario phases
9 SLIDE 16 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Applying the ADM at
G
Requirements
CC
Information
Information
System
Different Enterprise Levels
F D
E
Opportunities
& Solutions
9 SLIDE 17 of 44
The TOGAF 9 Architecture Landscape
9 SLIDE 18 of 44
Applying the ADM at Different Enterprise Levels
A summary formal description A detailed, formal description

of the enterprise, providing an of areas within an enterprise,
organizing framework for used at the program or
operational and change portfolio level to organize and
activity, and an executive-level, align change activity
long-term view for direction
setting.
A highly detailed description of

the architectural approach to
realize a particular solution or
solution aspect.
9 SLIDE 19 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Applying Iteration to the
G
Requirements
CC
Information
Information
System
ADM
F D
E
Opportunities
& Solutions
9 SLIDE 20 of 44
The TOGAF ADM is an Iterative Process
► For every cycle fresh Preliminary
scoping decisions have to

be made, based on
A
■ A practical assessment of Architecture
H
resource and competence Architecture
Vision
B
availability, Change Business
■ The value accrued to the
enterprise from the chosen
CC
scope of the architecture G Information
Information
Requirements System
work Implementation
Management
System
Architectures
■ Existing architectural assets
to be leveraged
F D
E
Opportunities
& Solutions
9 SLIDE 21 of 44
Some Iteration Patterns using the ADM
9 SLIDE 22 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Architecture Principles
CC
Information
G Information
Requirements System
F D
E
Opportunities
& Solutions
9 SLIDE 23 of 44
How TOGAF defines Architecture Principles
A qualitative statement of intent

that should be met by the
architecture. Has at least a
supporting rationale and a
measure of importance.
Source: TOGAF Version 9
9 SLIDE 24 of 44
Example Architecture Principle
Name Compliance with Law

Statement Enterprise information management processes comply with all
relevant laws, policies, and regulations
Rationale Enterprise policy is to abide by laws, policies, and regulations. This
will not preclude business process improvements that lead to
changes in policies and regulations
Implications ► The Enterprise must be mindful to comply with laws,

regulations, and external policies regarding the collection,
retention, and management of data.
► Education and access to the rules.
► Efficiency, need and common sense are not the only drivers.
► Changes in the law and changes in regulations may drive
changes in our processes or application.
9 SLIDE 25 of 44
Value of Architecture Principles
► Drivers for defining functional and non-

functional requirements
► Provide a framework to make conscious
decisions about IT
► A guide to making choices
■ Establish evaluation criteria on the selection
of products or product architectures
■ An early filter to reduce wasted analysis of
unacceptable approaches
► An input to assessing both existing systems
and future directions
► Insights into the transition activities needed
to implement an architecture, in support of
business goals and priorities
► Highlight value of the architecture and
provide a basis for justification of projects
9 SLIDE 26 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Stakeholder Management
CC
Information
G Information
Requirements System
F D
E
Opportunities
& Solutions
9 SLIDE 27 of 44
Basic Concepts contained in ISO/IEC 42010: 2007
9 SLIDE 28 of 44
Stakeholder Management Steps
Identify Stakeholders
Classify Stakeholder Positions
Determine Stakeholder
Management Approach
Tailor Engagement Deliverables
9 SLIDE 29 of 44
Stakeholder Categories
Five broad categories

of stakeholder
Corporate Functions
End-user Organization
Project Organization
System Operations
External
9 SLIDE 30 of 44
Stakeholder Power Grid
Level of Interest
9 SLIDE 31 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Migration Planning
G
Requirements
CC
Information
Information
System
Techniques
F D
E
Opportunities
& Solutions
9 SLIDE 32 of 44
Migration Planning Techniques
Preliminary
► Methods to apply concepts of
architecture partitioning and
capability based planning when
A planning the deployment of the
Architecture
H Vision Enterprise Architecture
Architecture B
Change Business
► Strongly linked to the business
CC priorities of the enterprise
G Information
Information
Requirements System
F D
E
Opportunities
& Solutions
9 SLIDE 33 of 44
Migration Planning Techniques – Key Concepts
► Consolidation of all activities necessary to deliver a capability
► Simplification to reduce programme management overhead
► Synchronisation with other management frameworks
► Integration into Migration Architectures to ensure orderly deployment of

capabilities
► Risk Management
► Cost/Benefit Analysis
9 SLIDE 34 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Business Transformation
Change Business
G
Implementation
Requirements
Management
CC
Information
Information
System
System
Architectures
Readiness
F D
E
Opportunities
& Solutions
9 SLIDE 35 of 44
Assess Readiness Factors
► Determine the readiness factors Readiness Factor Vision

that will impact the organization Where does organization need
► Present the readiness factors to evolve
using maturity models
Readiness Factor Rating
► Assess the readiness factors, Urgency
including determination of Readiness State
readiness factor ratings Degree of Difficulty to fix
► Assess the risks for each
readiness factor and identify Readiness Factor Risks and Actions
improvement actions to mitigate Required to change to a
favorable state
the risk
► Integrate these actions into the
Phase E and F Implementation
and Migration Plans
9 SLIDE 36 of 44
Business Transformation Readiness and the ADM
Evaluates and quantifies an Preliminary

organization’s readiness to
undergo change
A
Architecture
Phase A includes an assessment as H Vision
Architecture B
a scoping activity Change Business
Phases E & F include an
assessment &C evaluation as part
C
G of the planning activity
Information
Information
Requirements System
F D
E
Opportunities
& Solutions
9 SLIDE 37 of 44
Preliminary
A
Architecture
Vision
H
Architecture B
Change Business
Risk
G
Implementation
Governance
Requirements
Management
CC
Information
Information
System
System
Architectures
Architectures
Management
F D
E
Opportunities
& Solutions
9 SLIDE 38 of 44
Risk Management
► Risk Management is a technique used to mitigate risk when implementing

an architecture project
► Two levels of risk

■ Initial Level of Risk
● Risk categorization prior to determining and implementing mitigating actions
■ Residual Level of Risk
● Risk categorization after implementation of mitigating actions
9 SLIDE 39 of 44
Risk Management Processes
► Risk classification
► Risk identification
► Initial risk assessment
► Risk mitigation and residual risk
assessment
► Risk monitoring
9 SLIDE 40 of 44
Risk Classification Scheme
► E : Extremely High Risk

► H : High Risk
► M: Moderate Risk
► L: Low Risk
9 SLIDE 41 of 44
Risk Identification and Mitigation Assessment
9 SLIDE 42 of 44
Risk Management and the ADM
Risk classification
Preliminary
Risk identification
Initial risk assessment
Risk mitigation and residual risk
A
assessment Architecture
H
Include risk mitigation activities Architecture Vision
B
in the Statement of Architecture Change Business
Work
CC
G Information
Information
Requirements System
F D
Risk Monitoring and Governance E
Opportunities
& Solutions
9 SLIDE 43 of 44
Meeting the Needs of the Business with TOGAF
This tutorial has described some of the techniques

supporting the use of the TOGAF
Architecture Development Method
Mike Lambert
Architecting the Enterprise Ltd.
mike@architecting-the-enterprise.com
9 SLIDE 44 of 44

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Meeting the Needs of the Business with TOGAF

Using the Architecture Development Method

Architecting the Enterprise Ltd.

► Part III of TOGAF includes

Enterprise Continuum & Tools

TOGAF Enterprise TOGAF Reference Models

Enterprise Continuum & Tools

TOGAF Enterprise TOGAF Reference Models

An ability that an organization,

Capabilities are typically expressed in

For example, marketing, customer

► Capability-Based Planning is a business planning technique that focuses

► A Business Scenario describes

The business requirements are

► Delivering Business Scenarios is a serious business

► Building Business Scenarios should be used as a team building exercise

► Developing Business Scenarios should be a positive experience for all

Identify, document and rank

Identify business and technical

Identify and document desired

Identify human actors, their

Identify computer actors

Identify and document roles,

Check for “fitness for purpose”

A summary formal description A detailed, formal description

A highly detailed description of

► For every cycle fresh Preliminary

scoping decisions have to

A qualitative statement of intent

Name Compliance with Law

Implications ► The Enterprise must be mindful to comply with laws,

► Drivers for defining functional and non-

Classify Stakeholder Positions

Tailor Engagement Deliverables

Five broad categories

► Consolidation of all activities necessary to deliver a capability

► Simplification to reduce programme management overhead

► Synchronisation with other management frameworks

► Integration into Migration Architectures to ensure orderly deployment of

► Determine the readiness factors Readiness Factor Vision

Evaluates and quantifies an Preliminary

► Risk Management is a technique used to mitigate risk when implementing

► Two levels of risk

► E : Extremely High Risk

This tutorial has described some of the techniques

Architecting the Enterprise Ltd.

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