TOGAF 9.1 Series — ADM Various Topics
Have you ever heard of TOGAF and never really understood it? In my TOGAF 9.1 series of articles, I will give you summary points what TOGAF is and what you will learn in TOGAF.
I have written the TOGAF exam a while back. I thought that writing this series will let me review the TOGAF content and believe that it would be valuable to others. It is always a good practice to regularly review the contents of a topic that you have learned.
I’m not going to rewrite the official TOGAF books content in my article series. Some sections will only contain bullet points of key terms used in TOGAF. Always reference the official TOGAF book for more details.
TOGAF is a trademark of The Open Group. They maintain the TOGAF standard and release new versions of the framework. I highly recommend that you read the official website and content of TOGAF on the official site: http://www.opengroup.org/subjectareas/enterprise/togaf
The contents in my article series are my opinions and in no way reflects the views of The Open Group.
If you are interested in learning all the finer details of TOGAF or want to write the exam then buy the official book:
Strategic Architecture -> Segment Architecture -> Capability Architecture
Organizing the Architecture Landscape
Areas of Concerns
- Asset Protection
- Risk Management
Security architecture artifacts
- Business rules regarding handling of data/information assets
- Written and published security policy
- Codified data/information asset ownership and custody
- Risk analysis documentation
- Data classification policy documentation
Define and Govern SOA
Key benefits of Enterprise Architecture
- Consistent abstraction of high-level strategies and deliverables to support planning and analysis.
- Linkage of different perspectives to a single business problem providing a consistent model to address various domains and tests for completeness.
- Identification of clear roadmaps to achieve future state.
- Traceability that links IT and other assets to the business they support.
- Support for impact assessment, risk/value analysis and portfolio management.
- Identified and documented principles, constraints, frameworks, patterns and standards.
Negative affect without Enterprise Architecture
- Limited agility
- Difficulty identifying and orchestrating SOA services
- Service sprawl
- Exponentially growing governance challenges
- Limited SOA service interoperability
- Limited SOA service re-use
- Multiple silo’ed SOAs
- Difficult evolving and changing SOA implementations
- The high-level relationships and boundaries within the organization
- Cross-segment SOA capability requirements
- Key capabilities best addressed by SOA
- Key capabilities required for SOA
- Segments best addressed by SOA
- Principles and patterns of SOA service development and description.
- The roles, responsibilities, processes and tools of SOA Governance.
- The organization-specific Reference Architecture
- Which capabilities will use SOA as an architecture style
- Cross-capability relationships
- More detailed cross-segment relationships
- Cross-capability SOA service re-use possibilities
- Principles and patterns of SOA service development and description
- The functional and non-functional requirements of the capability
- Cross-capability SOA service requirements
- SOA services that enable cross-capability re-use
- SOA services that enable the capability
- Principles and patterns of SOA service development and description
SOA Reference Architecture
- The building blocks of SOA
- A high-level perspective of the SOA Reference Architecture
- Detailed building blocks of the SOA Reference Architecture
- Infrastructure for SOA
- Industry SOA Standards
- Enterprise Principles
- Architecture Principles
- Enterprise mission and plans
- Enterprise strategic initiatives
- External constraints
- Current systems and technology
- Emerging industry trends
Qualities of Principles
Sets of Principles
- Business Principles
- Data Principles
- Application Principles
- Technology Principles
Benefits of successful Stakeholder Management
- The most powerful stakeholders can be identified early.
- Support from the more powerful stakeholders will help the engagement.
- By communicating with stakeholders early and frequently they fully understand the architecture process.
- The architecture team can more effectively anticipate likely reactions to the architecture models and reports.
- The architecture team can identify conflicting or competing objectives among stakeholders.
- Identify Stakeholders
- Classify Stakeholder Positions
- Determine Stakeholder Management Approach
- Tailor Engagement Deliverables
Three types of patterns
- Expresses a fundamental structural organization or schema for software systems.
- Provides a scheme for refining the subsystem or component of a software system.
- Is a low-level pattern specific to a programming language
- A business process, application or set of applications that can be enabled by the architecture
- The business and technology environment
- The people and computing components who execute the scenario
- The desired outcome of proper execution
A good business scenario is also “SMART”.
Creating a Business Scenario
- Objectives (SMART)
- Human Actors
- Computer Actors
- Roles & Responsibilities
Developed over an iterative phases of Gathering, Analyzing and Reviewing the information.
Contents of a Business Scenario
- Business Scenario Models
- Business Scenario Descriptions
Categories of Goals and Objectives
- Improve Business Process Performance
- Decrease Costs
- Improve Business Operations
- Improve Management Efficacy
- Reduce Risk
- Improve Effectiveness of IT Organization
- Improve User Productivity
- Improve Portability and Scalability
- Improve Interoperability
- Increase Vendor Independence
- Reduce Lifecycle Costs
- Improve Security
- Improve Manageability
Sources of Gaps
Business domain gaps
- People gaps
- Process gaps
- Tools gaps
- Information gaps
- Measurement gaps
- Financial gaps
- Facilities gaps
Data domain gaps
- Data not of sufficient currency
- Data not located where it is needed
- Not the data that is needed
- Data not available when needed
- Data not created
- Data not consumed
- Data relationship gaps
Applications domain gaps
Technology domain gaps
- Created Compare ABB baseline against the target ABB in a matrix diagram.
Migration Planning Techniques
Techniques to support migration
Implementation Factor Assessment & Deduction Matrix. Factors:
Consolidated Gaps, Solutions and Dependencies Matrix.
Architecture Definition Increments Table.
Transition Architecture State Evolution Table.
Business Value Assessment Technique.
Categories of interoperability
- Operational or Business Interoperability
- Information Interoperability
- Technical Interoperability
- Presentation Integration/ Interoperability
- Information Integration/ Interoperability
- Application Integration/ Interoperability
- Technical Integration/ Interoperability
Refining degrees of Interoperability
- Degree 1 — Unstructured Data Exchange
- Degree 2 — Structured Data Exchange
- Degree 3 — Seamless Sharing of Data
- Degree 4 — Seamless Sharing of Information
Determine Interoperability Requirements
- Business Information Interoperability Matrix
- Information Systems Interoperability Matrix
Business Transformation Readiness Assessment
Determine Readiness Factors
- Desire, Willingness and Resolve
- Business Case
- Sponsorship and Leadership
- Workable Approach and Execution Model
- IT Capacity to Execute
- Enterprise Capacity to Execute
- Enterprise Ability to Implement and Operate
Assess Readiness Factors
Readiness Factor Vision
Readiness Factor Rating
- Urgency Rating
- Readiness Status Rating
- Degree of Difficult to Fix Rating
Readiness Factor Risks and Actions
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.
Process of Risk Management
- Risk classification
- Risk identification
- Initial risk assessment
- Risk mitigation and residual risk assessment
- Risk monitoring
Initial Risk Assessment
- Extremely High Risk
- High Risk
- Moderate Risk
- Low Risk
Capability-based planning focuses on the planning, engineering and delivery of strategic business capabilities to the enterprise.
Capability -> Capability Increment -> Dimensions
- People Dimension
- Process Dimension
- Material Dimension
Capabilities in an Enterprise Architecture Context
Corporate Strategic Plan -> Capability -> Capability Increment -> Building Block (Deliverables)
Originally published at cecilblog.com on March 21, 2016.