whole-enterprise architecture

How to re-think a business from scratch, withWhole-enterprise architecture

Tom Graves, Tetradian ConsultingConferenz IT & Enterprise Architecture Forum

Auckland, July 2016

Hi. (That’s all the introductions

that we need!)I’m Tom.

Let’s start withthe hard question…

What isenterprise-architecture?

(yeah, lots of arguments about this…)

Well, yes, IT is a key part of EA…

CC-BY-SA MysteryBee via Flickr

all the technologythat’s around IT,

that’s part of EA too…

CC-BY-ND garylerude via Flickr

and uses of IT – such as in mobile…

CC-BY Highways Agency via Flickr

social (sort-of)…CC-BY artotemsco via Flickr

…or just plain daft…CC-BY jimlegans via Flickr

Yet what isenterprise-architecture, really?

…it’s the architectureof the enterprise.(yeah, I know, should be kinda obvious…)

The aim of all architecture…

Things work betterwhen they work together,

on purpose.(It’s about effectiveness.)

…and enterprise is

“a bold endeavour”

(Enterprise as “a large commercial organisation” is valid too,but it’s merely one narrow subset of a broader whole.)

So this is EA, too…

…and this…

…and this…

CC-BY Igor Schwarzmann via Flickr

“It’s not not aboutthe technology”

(Andrew McAfee)

(because technology is an enablerthat makes the enterprise possible)

…but it’s always about people…

CC-BY AllBrazilian via Wikimedia

(look! – technology in use!)

Technology is a meansEnterprise is the ends

Don’t mix them up!

What’s the current situationwith our frameworks

for enterprise-architecture?

What are we facing in EA?• Cloud and other infrastructure changes• Internet of Things, smart-cities and more• Mobile, wearables, embedded-devices• Technology-disruption, blockchain, materials• Business-disruption, customer-centrism• Spiralling complexity – any scope, any scale

What do we need from frameworks?• Agility, speed, adaptability, simplicity• Consistency of methods, models, frames• Consistency across any scope, any scale• Address all forms of complexity, dynamics etc• Address all aspects of context, including human• Practice-oriented, results-oriented

…but…

What do our EA frameworks give us?• Most are built for classic big-IT only• Cumbersome, inconsistent, needlessly verbose• Most oriented to documentation, not practice• Most require top-down Waterfall-type style• No awareness of people-as-people• No methods (TOGAF is almost the only exception)

• Most are built for classic big-IT only• Cumbersome, inconsistent, needlessly verbose• Most oriented to documentation, not practice• Most require top-down Waterfall-type style• No awareness of people-as-people• No methods (TOGAF is almost the only exception)

a great bigclunky

outdated mess…

What do our EA frameworks give us?

WAAAAHHH!!!

…or, more politely,not much use at all.

What do our EA toolsets give us?• Most are built for those big-IT frameworks• Cumbersome, unwieldy, often user-hostile• Most oriented to documentation, not practice• Most assume top-down Waterfall-type style• In most, no awareness of people-as-people• Almost no support for methods (except TOGAF, again)

• Most are built for those big-IT frameworks• Cumbersome, unwieldy, often user-hostile• Most oriented to documentation, not practice• Most assume top-down Waterfall-type style• In most, no awareness of people-as-people• Almost no support for methods (except TOGAF, again)

a great bigclunky

outdated mess…

What do our EA toolsets give us?

WAAAAHHH!!!

…or, more politely,not much use at all.

#facepalm…

CC-BY xxdr_zombiexx via Flickr

…they copied the same mistakes “because we thought that’s what the market would want…”

(image source not known)

If we can’t fix this…

…our prospectscould be somewhat bleak…

What can we do about it?!?

CC-BY Editor B via Flickr

Short answer:start again from scratch…

…and this time,do it properly, by starting

from a whole-enterprise view.

Don’t panic! – it’s not as hard as it sounds…

BY Nate Steiner via Flickr

…it’s using what we already know, going back to first-principles,

and applying architectureto architecture itself.

‘Whole enterprise’doesn’t need to mean

whole-of-enterprise, every time…

…instead, it’s more about doingevery item of architecture

always in context of the whole.(which means we first need to understand that whole…)

Understanding the scope…

‘Classic’ EA covers only the mid-range of abstraction, and often IT-only;for most real-world EA, we need more range – top-down and bottom-up.

Linking architecture and design…

Architectureemphasis on

Why and Who

Designemphasis onHow and What / Where / When

Understanding the process…

Damien Newman’s ‘the Squiggle’, as a description of the development process

About disciplines of sensemaking…

(a favourite book)

“The art of scientific investigation”

Preface to WIB Beveridge, The Art of Scientific Investigation, Norton, 1957

“Elaborate apparatus plays an important part in the science of today, but I wonder if we are not inclined to forget that the most important instrument in research is the mind of [the researcher].

https://archive.org/details/artofscientifici00beve

“We need to pay more attention] to the technicalities of making the best use of the [mind] … the practice and mental skills - the art - of scientific investigation.”

About structure and story…

(another favourite book)

“Two points of view on architecture”• Architecture is an exercise in truth

A proper building is responsible to universal knowledgeand is wholly honest in the expression of its functionsand materials

• Architecture is an exercise in narrativeArchitecture is a vehicle for the telling of stories, a canvas for relaying societal myths, a stage for thetheatre of everyday life

Chapter 84, in Matthew Frederick, 101 Things I Learned In Architecture School, MIT Press, 2007

- architecture is about structure

- architecture is about story

Core conceptsfor whole-enterprise architecture

From plan to planning,from architecture to architecting…

CC-BY – Paul – via Flickr

Enterprise is ecosystem-with-a-purpose…

CC-BY Fretro via Flickr

People are always people, themselves…CC-BY andré luís via Flickr

…never as mere projections of the machine…CC-BY justin pickard via Flickr

Scope is always ‘the everything’…(every context is within a greater context)

CC-BY Matt Brown via Flickr

…yet we get to choose effective scope-boundary…

Recursive and fractal…

CC-BY-NC-SA sharman via Flickr

every point describes every other point…

VUCA is everywhere…

Volatility, Uncertainty, Complexity, Ambiguity… CC-BY soldiersmediacenter via Flickr

Architecture is non-functional first

Two bridges:The function is the

same for both;the non-functionals make the difference

CC-BY-ND ernieski via FlickrCC-BY hansfransen via Flickr

There is no ‘The Solution’…

CC-BY art_es_anna via Flickr…every context changes dynamically over time…

The Architect’s Mantra…

I don’t know…(but I know someone who does, or how to find out)

It depends…(and I know what it depends on, and why)

Just enough detail…(and I know what the right level of detail would be)

Building a methodfor whole-enterprise architecture

Start from a linear project-sequence…

(Tuckman’s classic Group Dynamics project-lifecycle)

Forming(Purpose)

1 2 3 4 5

Performing(Process)

Storming(People)

Norming(Preparation)

Adjourning(Performance)

Bring in the Squiggle…

Architecture Design

Map phases onto the Squiggle…

Forming(Purpose)

Storming(People)

Norming(Preparation)

Performing(Process)

Adjourning(Performance)

Architecture Design

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Reframe as Five Elements cycle…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Start here

WhatProcess

(Performing

…and make it fully fractal

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Five Elements as strategy-action cycle

(overall cycle and relationships need to be kept in balance)

Use the cycle for any scope, any scale,any duration, any depth of detail,

nested fractally to any depth…

start a new nested iteration anywhere…

but always do the whole cycle(because if not, it will probably fail…)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Fail #1: skip People, go direct to plan…

WhyPurpose(Forming)

HowPreparation

(Norming)

OutcomePerformance

(Adjourning)

Storming!

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Fail #2: jump straight into action…

WhyPurpose(Forming)

WhatProcess

(Performing)

Storming!

There are good reasons why we dothe Five Elements cycle

always in that sequence…

…don’t try to skip over or avoidany of the phases!

More detail on method…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 1: Purpose (Why)

WhyPurpose(Forming)

• Establish, clarify and refine the business-question for review

• Identify applicable scope• Identify underlying vision

and values• Identify success-criteria for

this iteration

Why vision and values matter…

NOW!

before

certain uncertain

(depends onpersonal connection,

personal trust)

(depends on sensing, feeling, an often-literal

‘being in touch’)PLAN

ACTION

edge of action

situational awareness(realities – What)

commander’s intent(guidance – Why)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 2: People (Who)Who

People(Storming)

• Identify who is likely to have knowledge we need

• Identify stakeholders for the business-question, and their drivers

• Identify and assess any underlying politics…

Who are the stakeholders?A stakeholderis anyonewho can wielda sharp-pointed stakein our direction…

CC-BY-NC-SA evilpeacock via Flickr

(Hint: there are a lot more of them than we might at first think…)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 3: Preparation (How)

HowPreparation

(Norming)

• Identify frames and methods that match criteria for the current business-question

• Create context-specific methods for action

• Build action-plan

The Start Anywhere principle:

everything connects toeverything else…

everything depends oneverything else…

- so we can start anywhereand arrive at the same place!

Start from context…

Typical visual-checklist:

Holomap(part of EnterpriseCanvas suite)

Start from services…

Typical visual-checklist:Enterprise Canvas(and 20+ related maps in the ECanvas suite)

Start from complexity…


SCAN(with any of its 80+ overlays and crossmaps)

Start from capability and strategy…


SCORE(and other maps in the strategy suite)

Start from structural content…


Service Content(and 20+ related maps in the ECanvas suite)

Start from value-flows…


Service Cycle(and 20+ related maps in the ECanvas suite)

Start from story…


NOTES(with active narrative / story-exploration)

Start from effectiveness…


SEMPER(power-dynamics and ‘ability to do work’)

Start from governance…


Backbone & Edge(dynamics, pace-layering, dependencies and more)

Start from architecture-maturity…


Maturity Model(recommended tactics at varying maturity-stages)

The Start Anywhere principleshows us that ‘where to start’doesn’t matter all that much..

…what does matteris that we do get started!

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 4: Process (What / Where / When)

WhatProcess

(Performing)

• Enact the action-plan• Engage with stakeholders

during the action• Apply governance as

needed for the context• Capture architectural

information as required

Remember thatenterprise-architecture

is not solution-architecture…

…we need the right toolset for each type of work– but are there any good tools yet for EA?

Solution-architect’s toolset

Enterprise-architect’s toolset

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 5: Performance (Outcome)

OutcomePerformance

(Adjourning)

• Assess benefits-realised and value-delivered from the iteration, as per the criteria from Why-phase

• Assess lessons-learned from the iteration

• Set up for further actions

Don’t skimp on this phase!– it’s how we establish and prove

that we’ve delivered real business-value…

and how we build competence, expertiseand maturity in enterprise-architecture

A real example:transform organisation’s

operating-model(duration: five weeks elapsed-time)

Transformation – 0: Setup• Business question: “How can we

turn round into profitability?”• Refined to: “How do we

enhance operational effectiveness, to become more profitable?”

• Initial enquiry-iteration indicates competence for this resides with operations-staff

Initialenquiry

and setup

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Transformation – 1: Purpose (Why)

WhyPurpose(Forming)

• Business question: Refine business-processes to enhance effectiveness

• Use organisation vision and values as focus-criteria

• Success-criteria: Set of feasible / achievable change-projects

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Transformation – 2: People (Who)Who

People(Storming)

• Put out a call for volunteers who have the likely experience, knowledge and commitment

• Engage senior-management in commitment to change

• (but warning-signs of equivocation from some senior managers…)

Our volunteers were excited about possibilities…CC-BY-ND alanclarkdesign via Flickr

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Transformation – 3: Preparation (How)

HowPreparation

(Norming)

• Run a set of training-workshops with the volunteers, to learn the methods for whole-enterprise architecture and design


• Build action-plans

Methods for whole-enterprise architecture…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Transformation – 4: Process (What etc)

WhatProcess

(Performing)

• Volunteers start to enact their action-plans, to develop detailed business-cases

• but senior-managers pull back on support for front-line staff

• Middle-managers bully their staff about ‘wasting time’…

• Volunteers lose their commitment…

Our volunteers lost commitment and hope…CC-BY-ND alanclarkdesign via Flickr

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Transformation – X: Failure…?• With commitment lost, the

transformation fades to nothing:– “The greatest danger for an

organisation is when its passionate people fall silent”

• There is now neither means nor time for needed transformation – so the blame-games start…

• Right now, the most likely outcome is that the organisation will have to be sold or closed

Storming!

We can’t avoid the politics…

Always be careful of the politics – it’s a crucial aspect of EA,but it can kill business-transformation and more if not done well…

A real example:assess Gartner’s Bimodal-IT

(duration: two days)

See also: http://weblog.tetradian.com/towards-a-whole-enterprise-architecture-standard-worked-example/

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Bimodal-IT – 1: Purpose (Why)

WhyPurpose(Forming)

• Business-question: “should we adopt Bimodal-IT?”

• Refined to “What IT-governance do we need?”

• Success-criteria: clarity on the decision, and guidance on what to do next

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Bimodal-IT – 2: People (Who)Who

People(Storming)

• Stakeholders: operations, developers, service-management; also marketing, PMO etc

• IT-vendors, consultancies, trade-journals; also various independent practitioners

• Vendors, consultancies etc have vested interests…

Use Holomap to map stakeholders…

(Context-specific version of Holomap instantiated from Holomap metatemplate,to summarise the overall broader context for the business’ IT-organisation)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Bimodal-IT – 3: Preparation (How)

HowPreparation

(Norming)

• Literature-review identifies real doubts…

• Assessment shows deep-complexity in criteria for governance

• Build action-plan to explore ideas on meta-governance

Assess with Backbone & Edge…

(Backbone & Edge visual-checklist with crossmap to Simon Wardley’s ‘Pioneers, Settlers, Town-Planners’ model – includes example data-types to illustrate ‘spectrum of governance of governance’)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Bimodal-IT – 4: Process (What etc)

WhatProcess

(Performing)

• Internal stakeholders do acknowledge need for governance – including for shadow-IT

• Complexities of dynamics etc are a real concern

• Many stakeholders openly deride Bimodal-IT as an extreme over-simplification:– “it’s worse than useless…”

Stakeholder views on ‘Bimodal-IT’…

“exactly what not to do for viable governance…”

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Bimodal-IT – 5: Performance (Outcome)

OutcomePerformance

(Adjourning)

• Benefits-realised: clear advice – some form of meta-governance needed, but not Bimodal-IT

• Value-delivered: probable cost-avoidance of c.$10m-$100m

• Lessons-learned: beware of big-consultancy hype…

• Further actions: explore future needs and criteria for systematic meta-governance

The moral of this tale:beware of ‘solutioneering’!

– someone else’s supposed ‘best practice’is rarely an exact best-practicefor our own business-context…

A real example:restructure a design-firm’s

business-model(duration: two hours)

See also: http://weblog.tetradian.com/2015/11/30/using-score-to-reframe-the-business-model/

“Where do we start?”, he said…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Business-model: Why (Purpose)

WhyPurpose(Forming)

• Refine the business-question to “Finding more and better clients”

• Key value: “Design-work that I like doing”

• Success-criterion: a viable business-model

Another view of the Squiggle…

Architecture DesignConcept Visuals

Initial idea-sketches…

Full concept-sketch…

https://www.behance.net/gallery/34644071/Lotus-2016-Geneva-Motor-Show-concept

Preliminary model…


Fully-rendered model…


WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Business-model: Who (People)Who

People(Storming)

• Assess feedback from clients and other contacts

• Review of own implicit ‘A/B tests’ on portfolio-sites such as Behance.net

• Look inside oneself for inner knowing…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Business-model: How (Preparation)

HowPreparation

(Norming)

• Need for a simple precursor to Business Model Canvas

• Use SCORE frame for capability/strategy mapping as precursor– http://weblog.tetradian.com/

2013/06/29/checking-the-score/


This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0).To view a copy of this license, visit https://creativecommons.org/licenses/by-sa/4.0/Tetradian www.tetradian.com

Project By Date

VersionSCOREstrengthsStrengths / Services / Support(existing capabilities and resources, potential for synergies)

challengesChallenges / Capabilities-needed(‘weaknesses’ indicate needed capabilities and resources)

optionsOptions / Opportunities and risks

(opportunity is also risk, risk is also opportunity)

responsesResponses / Returns / Rewards

(probable or emergent consequences of action or inaction)

effectivenessdefault: efficient, reliable, elegant, appropriate, integrated

focus-question

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WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Business-model: What etc (Process)

WhatProcess

(Performing)

• Enact the action-plan: Use SCORE frame to explore the context, opportunities, challenges etc

• “SWOT is just bits - SCORE is a path, connected, adaptable”

• Continue iterating, to collect Just Enough Detail…

This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0).To view a copy of this license, visit https://creativecommons.org/licenses/by-sa/4.0/Tetradian www.tetradian.com

Project By Date

VersionSCOREstrengthsStrengths / Services / Support(existing capabilities and resources, potential for synergies)

challengesChallenges / Capabilities-needed(‘weaknesses’ indicate needed capabilities and resources)

optionsOptions / Opportunities and risks

(opportunity is also risk, risk is also opportunity)

responsesResponses / Returns / Rewards

(probable or emergent consequences of action or inaction)

effectivenessdefault: efficient, reliable, elegant, appropriate, integrated

“Finding more and better clients”

not enough income;not enough work I like

good at 3D modelling

need more expensive software?

I like doing research

are clients interested in research – I assume not…

jobs with research in them have often gained me new work

research is important to me

I’m good at textures, ‘realness’

is there a market for ‘realness’?

A/B test shows there is a market for ‘realness’

‘realness’ is important to me

not many people do what I do

real business-opportunity for concepts/visualswith research and ‘realness’

my current software is enough

next task: clarify details of new business-model!

JC3DVIS business-model Tetradian

https://creativecommons.org/licenses/by-sa/4.0/

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Business-model: Outcome (Performance)

OutcomePerformance

(Adjourning)

• Benefits-realised: Clear preparation and content for Business Model Canvas

• Lessons-learned: “Stuff I’d thought was of no value turns out to be the opposite – things like research, and realness”


“Portraying the realness of things…”

Revised business-activity model…

“some people just want concept-sketches, others want full visuals,but some clients do want both…”

How architecture really works…

“When we started, I wanted a [predefined] framework, but this has given me far more, helped me to think. It’s a lot more exciting, to be honest.”

“What was useful was you set off sparks of thought that got me connecting the dots.”

(And when we do it right, architecture can indeed be exciting!)

Your real example:EA in 5 minutes

Remember the Architect’s Mantra…

I don’t know…(but I know someone who does, or how to find out)

It depends… (and I know what it depends on, and why)

Just enough detail… (and I know what the right level of detail would be)

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 1: Why (Purpose)

WhyPurpose(Forming)

• Establish, clarify and refine the business-question for review

• Identify applicable scope• Identify underlying vision

and values• Identify success-criteria for

this iteration

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 2: Who (People)Who

People(Storming)

• Identify who is likely to have knowledge we need

• Identify stakeholders for the business-question, and their drivers

• Identify and assess any underlying politics…

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 3: How (Preparation)

HowPreparation

(Norming)

• Identify frames and methods that match criteria for the current business-question



WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 4: What / Where / When (Process)

WhatProcess

(Performing)

• Enact the action-plan• Engage with stakeholders

during the action• Apply governance as

needed for the context• Capture architectural

information as required

WhyPurpose(Forming)

WhoPeople

(Storming)

HowPreparation

(Norming)

WhatProcess

(Performing)

OutcomePerformance

(Adjourning)

Phase 5: Outcome (Performance)

OutcomePerformance

(Adjourning)

• Assess benefits-realised and value-delivered from the iteration, as per the criteria from Why-phase

• Assess lessons-learned from the iteration


What do we learn from this?

(Quick comments, anyone?)

Wrapping up…

Summary• Whole-enterprise architecture aims to create

effectiveness, always in context of the whole• Methods and frames are consistent everywhere,

– consistent at every scope, scale and duration– consistent pattern: Why, Who, How, What, Outcomes

• Address all aspects of context, including human• Address all forms of complexity, dynamics etc• Always oriented to real-world practice and results

Thank you!

Contact: Tom Graves

Company: Tetradian Consulting

Email: [email protected]

Twitter: @tetradian ( http://twitter.com/tetradian )

Weblog: http://weblog.tetradian.com

Slidedecks: http://www.slideshare.net/tetradian

Publications: http://tetradianbooks.com

Books: • Real enterprise architecture: Beyond IT to the whole enterprise (2008)• Bridging the silos: Enterprise architecture for IT architects (2008)• Power and response-ability – the human side of systems (2003/2008)• SEMPER and SCORE: Enhancing enterprise effectiveness (2008)• The service-oriented enterprise: Enterprise architecture and viable services (2009)• Doing enterprise-architecture: process and practice in the real enterprise (2009)• Everyday enterprise-architecture: sensemaking, strategy, structures and solutions (2010)• Mapping the enterprise: modelling the enterprise as services with the Enterprise Canvas (2010)• The enterprise as story: the role of narrative in enterprise-architecture (2012)

Further information:

mailto:[email protected]

mailto:[email protected]

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