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TOGAF® Enterprise
Architecture
Practitioner
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
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Copyright © The Open Group 2022

 About The Knowledge Academy
The world's largest provider of classroom and online training courses

✓ World Class Training Solutions

✓ Subject Matter Experts
✓ Highest Quality Training Material
✓ Accelerated Learning Techniques
✓ Project, Programme, and Change Management, ITIL® Consultancy
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✓ PRINCE2®, MSP®, ITIL®, Soft Skills, and More

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About this Courseware

Copyright © The Open Group 2022

 These Materials are based on …

❑ The Open Group TOGAF® Standard, 10th

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Edition

❑ Prepared by the Architecture Forum, a Forum

of The Open Group®

❑ Document Number: C220

❑ Copyright © 2022, The Open Group. All rights

reserved.

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 TOGAF Enterprise Architecture Practitioner

✓ Validation of knowledge, comprehension, including the ability to analyze

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and apply the TOGAF Standard, 10th Edition to developing, sustaining, and
using an Enterprise Architecture.

I am the person who I am the person who I am not worried I am not worried about
does the work develops, maintains, about the theory how to structure or
and uses an EA maintain an EA
Capability
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 Target Audience
❑ Individuals expected to apply the TOGAF
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approach to develop, sustain, and transform

domain architectures

❑ Individuals actively contributing to

organizational transformation

❑ Individuals working in Agile environments who

need to understand and apply Enterprise
Architecture

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TOGAF Certification Program
(Non-examinable)
 TOGAF® Enterprise Architecture Learning Path
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EA Awareness EA Foundation EA Practitioner EA Specialist EA Leader

Approach

Webinar Training/Study Training/Study Training/Study Training/Study

TOGAF 9
Prerequisites

TOGAF 9
Foundation,
EA Foundation Foundation,
TOGAF EA
None None or TOGAF EA
Foundation,
TOGAF 9 Certified Foundation,
or higher
Via the Bridge or higher

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 Body of Knowledge: TOGAF Enterprise Architecture
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TOGAF® Series TOGAF® Series Guide:

Introduction & Guide: The TOGAF® A Practitioners’
Core Concepts
ADM TOGAF® Series
Leader’s Guide to Approach to Developing G20F Guide: Enabling
G184 Establishing and G186 Enterprise Architecture Enterprise Agility
Evolving an EA Following the TOGAF®
Capability ADM

ADM
Techniques
Applying
the ADM
Body of Knowledge
TOGAF® Series
Guide: Integrating TOGAF® Series
TOGAF® Series
Risk and Security G217 Guide: Using the
Capability G152 G176 Guide: Business
Architecture within a TOGAF® TOGAF Standard in
Scenarios
& Enterprise the Digital Enterprise
Content
Governance Architecture

12

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 TOGAF Enterprise Architecture Practitioner
Learning Units
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❑ Unit 1 – The Context for Enterprise Architecture

❑ Unit 2 – Stakeholder Management

❑ Unit 3 – Phase A, the Starting Point

❑ Unit 4 – Architecture Development

❑ Unit 5 – Implementing the Architecture

❑ Unit 6 – Architecture Change Management

❑ Unit 7 – Requirements Management

❑ Unit 8 – Supporting the ADM Work

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 How to use the Materials
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Some Learning Outcomes are mainly

covered by additional materials as
indicated on the slides.

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 How to Use
❑ Some slides reference handouts and show this
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symbol

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 How to Use
❑ Some slides reference Learning Studies and
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show this symbol

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 1- Concepts
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
The Open Group®, and TOGAF® are registered trademarks of The Open Group.

Copyright © The Open Group 2022

theknowledgeacademy

Unit 1 1.1 Guiding Effective Change: the Purpose of Enterprise

Architecture

1.2 What does an Enterprise Architecture look like?

1.3 Architecture Capability

Concepts 1.4 Architecture Governance and the role of an Enterprise

Architect

Architecture Compliance, Levels of Conformance, Reviews, and the

1.5
Role of the Architect

How an Architecture enables alignment to Organisational

1.6
Objectives using Agile development as an example

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theknowledgeacademy

Unit 1 1.7 The need to Manage Multiple Architecture States

1.8 Enterprise Security Architecture

1.9 Security, a Cross-Cutting Concern

Concepts
1.10 Managing Uncertainty in order to optimise Maximum
Business Benefit and Minimum Business Loss

The Enterprise Architect and Enterprise Architecture in a Digital

1.11
Enterprise

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 1.1 Guiding Effective Change: the
Purpose of Enterprise Architecture
 Guiding Effective Change
❑ An Enterprise Architecture (EA) is developed for one simple reason: to guide effective change.
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❑ Guidance on effective change takes place during the activity to realise the approved EA.

❑ During implementation, EA is used by the stakeholders to govern change.

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 How Enterprise Architecture guides Effective Change

❑ An architected approach provides a rigorous planning and change governance methodology.

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❑ Enterprise Architecture facilitates effective governance, management, risk management, and

exploitation opportunities.

It describes the future state and the current state of the Enterprise.

❑ The gap between the Enterprise’s current state and future state highlights what must change.

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1.2 What does an Enterprise
Architecture look like?
 1.2 What does an Enterprise Architecture look like?
❑ An Enterprise Architecture (EA) is the set of models, the components, and their relationships
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that comprise the scope of the EA Landscape under consideration.

❑ It exists to guide and constrain change planning and work to perform the change.

❑ The scope of work embedded in a Request for Architecture Work should identify the applicable
characteristics of the EA Landscape.

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 Models
❑ Models consistently describe the current and Target Architecture.
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❑ The primary purpose of the models is to facilitate the architect to understand the system being
examined.

❑ A secondary purpose is re-use.

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1.3 Architecture Capability
 Architecture Capability (aka EA Capability)

❑ In order to carry out architectural activity effectively within an enterprise, it is necessary

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to put in place an appropriate business capability for architecture, through organisation

structures, roles, responsibilities, skills, and processes.

❑ An EA Capability is the ability to develop, use, and sustain the architecture of a

particular enterprise, and use the architecture to govern change.

❑ EA Capability is used here as a management concept that “facilitates planning

improvements in the ability to do something that leads to enhanced outcomes enabled
by the Capability”.

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 Example: “Four Purpose” EA Capability Model
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EA to support Strategy:
deliver EA to provide a EA to support Solution
target architecture, Delivery: deliver EA
and develop roadmaps that is used to support
of change over a three the solution
to ten-year period deployment

EA to support Portfolio: deliver EA to

support cross-functional, multi-phase, and EA to support Project: deliver EA to
multi-project change initiatives support the enterprise’s project delivery
method

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 Example: Decomposition of “Four Purpose”
EA Capability Model
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1.4 Architecture Governance and the
role of an Enterprise Architect
 Governance
❑ ISO/IEC 38500:2015 defines governance as:
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“a system that directs and controls the

current and future state”.

❑ Governance is a decision-making process

with a defined structure of relationships to
direct and control the enterprise to achieve
stated goals.

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 Architecture Governance and the Enterprise
Architect Role

Two distinct things must be governed and supported by the Enterprise

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Architect:
1. The development of the Target Architecture

2. All change within the scope of the Target Architecture.

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 The Enterprise Architect Role
❑ The Enterprise Architect supports their organisation’s leadership directing and controlling
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change through the governance of the development of the Target Architecture.

❑ Governance of all change within the scope of the Target Architecture enables to develop a
good target that provides an organisation’s best achievable course forward.

❑ Typically, the Enterprise Architect and implementer are directed, and both are controlled by
the stakeholder.

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1.5 Architecture Compliance, Levels
of Conformance, Reviews, and the
Role of the Architect
 Architecture Compliance
Ensuring the compliance of individual projects with the Enterprise Architecture is an essential
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aspect of Architecture Governance

There are usually two complementary processes:

1. The Architecture function will be required to prepare a series of Project Architectures

2. The Enterprise and IT Governance functions will define a formal Architecture Compliance
review process for reviewing the compliance of all projects to the Enterprise Architecture

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 Level of Conformance
❑ A key relationship between the architecture and
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the implementation lies in the definitions of the

terms "conformant", "compliant", etc

❑ While terminology usage may differ between

organisations, the concepts of levels of
conformance illustrated in the figure should
prove useful in formulating an IT compliance
strategy.

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 Reviews
❑ An Architecture Compliance review is a scrutiny of the compliance of a specific project against
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established architectural criteria, spirit, and business objectives.

❑ A formal process for such reviews normally forms the core of an Enterprise Architecture
Compliance strategy.

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 Checklists
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Target Checklist Implementation and Other Change

Checklist
✓ Used to execute Architecture
Governance. ✓ Designed to assist the
Practitioner understand what
✓ Only stakeholders can approve must be demonstrated during
architecture. the governance process to
address a non-compliance
report.

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 Note on Using the Target Checklist
The last question is “Have the stakeholders approved the views?"
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❑ If the answer is yes, the governance process is done.

❑ If the answer is no, then there is a decision on whether the Practitioner should rework the
architecture or the Architecture Project should be cancelled.

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 The Role of the Architect in Architecture Compliance

✓ Two governance roles are often performed: the Auditor and the Architect.
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✓ Compliance assessment is an auditor role. When non-compliance is identified, the architect

needs to produce an impact assessment and recommendation on what to do.

✓ Impact must be assessed on the same terms as the target was developed. Assessing on any
other terms invalidates the assessment and recommendation.

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1.6 How an Architecture enables alignment to
Organisational Objectives using Agile
development as an example
 Architecture in an Agile Enterprise
❑ Agile development aligns with ADM Phase G, Implementation Governance
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A good Architecture (developed in Phases A-F) will identify what products the Enterprise
needs, the boundary of the products, and what constraints a product owner has.

❑ Architecture will have a set of constraints that limit the choices of the Agile team — often
termed as guardrails

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 Focus on Risk Mitigation
❑ The Practitioner needs to provide support for the change activity.
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❑ There should be a focus on risk mitigation, to ensure that the project meets its objectives.

❑ The Practitioner needs to act as the stakeholder’s agent.

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1.7 The need to Manage Multiple
Architecture States
 Multiple Architecture States
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Current – or Baseline: What you have in place.

Candidate (Candidate Transition & Candidate Target): An

unapproved Transition or Target. A working hypothesis.

Transition & Target: What you have in Phase F when ‘the

architecture is approved’.

Target: Where the current time-horizon of architecture

development ends. That is an approved Target state.
There may be a new Target later.

Transition: Reasonable places between Current/Baseline

and Target, where it is possible to stop further progress
and gain value.

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 Managing Multiple States
(Candidate, Current, Transition, and Target)

❑ The Practitioner must track the Architecture states across two characteristics:
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1) Time
2) A Conformance Test

❑ Tracking conformance facilitates the Implementation Project and operational change

governance.

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 Managing Complex Roadmaps
Complexity increases when you add in:
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❑ The four characteristics of the EA Landscape: breadth, depth, time, and recency

❑ The different Architecture Projects that can work on the same subject at different times and
at different levels of detail

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 Factors adding to the Complexity
❑ Advancements and changes outside the Enterprise
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❑ Shared services

❑ Collaboration with suppliers and partners, including portfolio ownership model

❑ Impenetrable dependencies

❑ Multiple geopolitical boundaries (fiscal calendars, regulations, cultures)

❑ Varying rate of maturity and growth of teams

❑ EA team model (federated, centralised, etc.)

❑ Availability of multiple solutions or announcement of end-of-life for products currently in use

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1.8 Enterprise Security
Architecture
 Essential Security and Risk Concepts and their Position
in the TOGAF ADM
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 Security Architecture
❑ A structure of organisational, conceptual,
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logical, and physical components that interact

in a coherent fashion in order to achieve and
maintain a state of managed risk and security
(or information security).

It is both a driver and enabler of secure, safe,

resilient, and reliable behavior, as well as for
addressing risk areas throughout the
enterprise.

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 Enterprise Security Architecture
❑ An Enterprise Security Architecture does not exist in isolation.
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❑ A close integration of Security Architecture in the Enterprise Architecture is beneficial

❑ It builds on enterprise information that is already available in the Enterprise Architecture, and
it produces information that influences the Enterprise Architecture.

❑ Doing it right the first time saves costs and increases effectiveness compared to bolting on
security afterwards.

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1.9 Security, a Cross-Cutting
Concern
 Security as a Cross-Cutting Concern
❑ The TOGAF ADM covers the development of
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the four architecture domains commonly

accepted as subsets of an Enterprise
Architecture: Business, Data, Application, and
Technology.

❑ The Security Architecture interacts with all

four of them and is therefore called cross-
cutting.

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 1.10 Managing Uncertainty in order to
optimise Maximum Business Benefit and
Minimum Business Loss
 Risk and Uncertainty
❑ Risk is the effect that uncertainty has on the achievement of business objectives.
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❑ Uncertainty typically involves a deficiency of information and leads to inadequate or

incomplete knowledge or understanding.

❑ The uncertainty is concerned with predicting future outcomes, given the limited amount of
information available when making a business decision.

❑ This information can never be perfect, although our expectation is that given better quality
information we can make better quality decisions

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 Decision making based on Risk Management
Every decision is based on assessing:
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❑ the balance between potential opportunities and threats

❑ the likelihood of beneficial outcomes versus damaging outcomes,

❑ the magnitude of these potential positive or negative events

❑ the likelihood associated with each identified outcome. Identifying and assessing these
factors is known as “risk assessment” or “risk analysis”

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 Risk related Concepts
❑ “Risk management” is the art and science of applying these concepts in the decision-making
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process.

❑ Risk can be seen at the strategic long-term level (overall direction of the business), the
medium term tactical level (transformation projects and programs), and at the operational
level (regular day-to-day operational decisions, processes, and practices).

❑ The objective of risk management is to optimise business outcomes to maximise business

value and minimise business losses.

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 Risk and Business Stack
❑ Risk can be seen at any level in the
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business stack but is always driven

top-down from assessment of
business value and its
optimisation.

Business Risk versus Cyber Risk Areas

(Figure: Copyright© The SABSA Institute)
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1.11 The Enterprise Architect and
Enterprise Architecture in a Digital
Enterprise
 Digital Practitioner Body of Knowledge
Scaling Model
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 Context I – Individual Founder
❑ The Individual/Founder context addresses “minimum essential concerns they must address to
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develop and sustain a basic digital product”.

❑ This context represents the bare minimum requirements of delivering digital value.

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 Context I Individual/Founder: The Role of
Architecture and the Architect
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Architecture Role Architect Role

❑ Used as a communication medium. ❑ A communicator and considered a key
Architecture models communicate very enterprise networker.
well.
❑ Helps to identify existing infrastructure
❑ It provides the necessary descriptions to approaches that may be embedded in
communicate the infrastructure available larger organisations, and to communicate
and its appropriate use for both vetted technical requirements to the
development and delivery infrastructure organisation to ensure
preparation for new workloads
❑ Use to support and provide answers to
questions about Agile development and ❑ Can be approached to provide guidance
continuous delivery. in these areas on demand, based on their
practical experience

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 Context II - Team
❑ The team has a single mission and a cohesive identity, but does not need a lot of overhead to
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get the job done.

❑ The Team context covers the basic elements necessary for a collaborative product team to
achieve success while remaining at a manageable human scale.

❑ Establishing team collaboration as a fundamental guiding value is essential to successful digital

product development.

❑ The team is all in the same location, and can still communicate informally, but there is enough
going on that it needs a more organised approach to getting work done.

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 Context II Team:
The Role of Architecture and the Architect
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Architecture Role Architect Role

❑ Enterprise Architecture can assist Product ❑ Can ensure efficacy of communication
Management by providing models that and collaboration.
map to a given digital product profile.
❑ Helps to communicate risks and
❑ It makes interdependencies explicit, mitigations
assuring an holistic view of the digital
product. ❑ Able to deliver this support in an on-
demand, service-oriented manner to
❑ Used to depict processes and workflows meet the operating tempo of the team
in very simple to very complex levels of
detail

❑ Provides models to depict how

operations are expected to run
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 Context III – Team of Teams
❑ The Team of Teams context is a natural evolution of the Teams context, but one where the
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number of people and digital products involved generates complexity.

❑ Coordinating across a team of teams is the main concern.

❑ Communication is again key to ensure successful collaboration and value delivery.

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 Context III Team of Teams:
The Role of Architecture and the Architect
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Architecture Role Architect Role

❑ Enterprise Architecture helps to resolve ❑ Continues to ensure that risk is
concerns related to cultural issues in understood and communication is
more complex organisations. effective.
❑ It is used to depict ❑ Ensures that the digital products work
▪ Portfolios of products together, leverage each other, and are
▪ processes and control mechanisms appropriately coupled; thus, modeling
and to identify and eliminate choke and documenting the move from a
points and for continuous process specific digital product to portfolios of
improvement digital products that require
▪ Interdependencies interoperability.
▪ value generation, and cost
❑ supporting portfolio management
decision-making
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 Context IV – Enduring Enterprise
❑ The Enduring Enterprise context is about how to manage an enterprise that has been successful
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and is now faced with the realities of operating a sustainable business over periods of time
longer than the next product cycle.

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 Context IV Enduring Enterprise:
The role of Architecture and the Architect
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Architecture Role Architect Role

❑ Helps managing risk ❑ Supports the Enduring Enterprise in
operating a sustainable business over
❑ Guide on Information Management periods of time longer than the next
through data and application architecture product cycle

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 Practice with Learning Studies The Context for
Enterprise Architecture
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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 2- Stakeholder
Management
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
The Open Group®, and TOGAF® are registered trademarks of The Open Group.

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theknowledgeacademy

Unit 2 2.1 How to identify Stakeholders, their Concerns, Views,

and the Communication involved

2.2 The use of Architecture Views

Stakeholder Engagement and Requirements

2.3
Management

Concepts 2.4 Using Trade-off to Support Architecture development

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2.1 How to identify Stakeholders, their
Concerns, Views, and the
Communication involved
 Modeling approach
❑ The TOGAF Standard takes a formal modeling
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approach to understanding stakeholder,

concern, and view.
Check the learning studies documents: Page 11

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 A Practical Perspective
❑ Stakeholder: someone who has approval rights in the Target Architecture being explored by
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the current Architecture Project, and subsequently has decision rights to the suitability of the
implementation

❑ Concern: a consistent set of subjects that capture the stakeholder’s interests and act to
consolidate requirements

❑ View: a representation of the EA Landscape that addresses a set of stakeholder’s concerns;

either describe how the architecture addresses the concerns or demonstrate how the
associated requirements are met

Source: ADM Practitioners’ Guide

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 Concerns
❑ From a practical perspective we consider a concern to be a topic.
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❑ A concern addresses the stakeholder’s power, interest, and requirements against this topic.

❑ This approach surfaces topic-based decision rights and provides the ability to perform a trade-
off between competing requirements.

❑ A consistent set of core concerns aligned to Enterprise priority facilitates a focus on priority.

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 Sample Stakeholder Map
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Concern 1 Concern 2
Power Interest Requirement Power Interest Requirement
Stakeholder 1 High Low Low High
Stakeholder 2 High High Low Low
Stakeholder N Low High High Low

Recommendations to create a Stakeholder/Concern Matrix, Common Stakeholder

Classes, Common Concern Classes and stakeholder responsibilities portfolio, are included
in the course handout.

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 Views and Viewpoints
❑ A view simply addresses a stakeholder's concern about an architecture.
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❑ Often it is a potential architecture, and the view serves to help the stakeholder’s potential
target and associated change, allowing a stakeholder to put things in context and have
confidence about the target and the change.

❑ When stakeholders understand the architecture, the change, and the trade-offs,
implementation governance is possible.

❑ Each viewpoint should identify the concern, the stakeholder(s), how the view should be
constructed, and the information required to address the question.

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2.2 The use of Architecture Views
 Developing Architecture Views
❑ The choice of which architecture views to develop is one of the key decisions that the architect
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must make.

❑ The architect has a responsibility for ensuring:

▪ The completeness of the architecture

▪ The integrity of the architecture

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 Exercise: Simple Airport System
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 Exercise: Simple Airport System
❑ The pilot has one view of the system, the air traffic controller has another. Neither view
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represents the whole system - the perspective of each stakeholder constrains how they see the
overall system.

❑ Questions:

1. Name some elements in the pilot’s view not viewed by the controller
2. Name some elements in the controller’s view not viewed by the pilot
3. Name some shared elements

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 Architecture Views
❑ One architecture view can be developed from
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the architecture viewpoint of the pilot, which

addresses the pilot's concerns.

❑ Equally, another architecture view can be

developed from the architecture viewpoint of
the air traffic controller.

❑ Neither architecture view completely

describes the system in its entirety, because
the architecture viewpoint of each
stakeholder constrains (and reduces) how
each sees the overall system.

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 Architecture Viewpoints
❑ The architecture viewpoint of the pilot
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comprises some concerns that are not

relevant to the controller, such as passengers
and fuel, while the architecture viewpoint of
the controller comprises some concerns not
relevant to the pilot, such as other planes.

❑ There are also elements shared between the

two architecture viewpoints, such as the
communication model between the pilot and
the controller, and the vital information about
the plane itself.

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 Common Language
❑ Fortunately, when controllers talk with pilots,
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they use a common communication language.

(In other words, the models representing
their individual architecture viewpoints
partially intersect.) Part of this common
language is about location and vectors of
aircraft, and is essential to safety.

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 Tools
❑ Tools exist to assist stakeholders, especially
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when they are interacting with complex

models such as the model of an airspace, or
the model of air flight.

❑ When stakeholders use common tools, such

as the radio contact between pilot and
controller, a common language is essential.

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2.3 Stakeholder Engagement and
Requirements Management
 Stakeholder Engagement
❑ The TOGAF framework places requirements management and stakeholder engagement at the
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center of architecture development.

❑ Practitioners develop EA in accordance with the preferences and priorities of their

organisation’s stakeholders.

❑ Stakeholders own the architecture and the value preference and priority the architecture is
expected to enable.

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 Stakeholder Engagement
❑ Good Practitioners are passionately engaged in the future of their organisation, as well as
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participating in defining and realising the target state.

❑ They typically perform several roles: they will act as Subject Matter Experts (SMEs) and agents
for their stakeholders in addition to developing architecture.

❑ As an SME, the Practitioner is a source of expert advice. As an agent, the Practitioner may
speak on behalf of a stakeholder.

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 Requirements Management
❑ Effective requirements management is dependent upon:
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▪ Clear traceability from the organisation’s vision

▪ Mission

▪ Business model

▪ Strategies

❑ through the most detailed statement of requirement.

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 Effective Engagement
❑ Effective engagement is based upon effective communication.
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❑ Effective communication is based on the concept of view and viewpoint.

❑ Different stakeholders have different concerns about the architecture. These concerns must be
addressed and represented effectively to the stakeholder to enable the stakeholder to approve
the Target Architecture.

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2.4 Using Trade-off to Support
Architecture development
 Architecture Trade-off Method
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 Method
❑ The first part of the method uses the vision, principles, requirements, and other information to
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select sets of criteria fitting for different alternatives.

❑ The second part of the method defines alternatives based on the criteria and builds
understanding of each.

❑ The third part of the method will either select one of the alternatives, or else combine features
from more than one, to create the proposed alternative.

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 Trade-off
❑ Trade-off requires a deliberate selection between one stakeholder’s preferences as well as
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between different stakeholders’ preferences.

❑ Effective trade-off requires understanding value preference and priority as well as the scope of
change necessary to realise the target.

❑ Practitioners are most valuable facilitating trade-off between stakeholders and across
organisational boundaries allowing different stakeholders to effectively measure preferences,
priorities, and costs that they do not intuitively understand.

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 Trade-off Decisions
❑ The most common interpretations of trade-off are
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“a balance achieved between two desirable but incompatible features. A compromise”

And

“losing one quality, aspect, or amount of something in return for gaining another quality
aspect, or amount”.

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 Practice with Learning Studies
Stakeholder Management
theknowledgeacademy

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 3- Phase A, the Starting
Point
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
The Open Group®, and TOGAF® are registered trademarks of The Open Group.

Copyright © The Open Group 2022

theknowledgeacademy

• Refer to the Extract of the

TOGAF Standard, 10th
Edition — A Pocket Guide

• §6 The Architecture
Development Method

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theknowledgeacademy

Unit 3 3.1 Information necessary to execute the Architecture

Vision phase

3.2 How to apply Phase A and how it contributes to

Architecture Development Work

Security-specific Architecture Design that is sufficient —

3.3
Phase A

Concepts 3.4
Outputs necessary to proceed with the Architecture
Development

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3.1 Information necessary to execute
the Architecture Vision phase
 Key Steps to Identify Information
❑ Identify stakeholders, concerns, and business requirements
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❑ Define scope

❑ Evaluate capabilities

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 Identify the Information necessary to execute the
Phase (1)

❑ Identify stakeholders, concerns, and business requirements

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Explore the EA Repository for superior architecture constraints and guidance. Do the
Stakeholder Map. Be completely clear which stakeholders must be served and what they are
worrying about.

❑ Define scope

❑ Evaluate capabilities

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 Identify the Information necessary to execute the
Phase (2)

❑ Identify stakeholders, concerns, and business requirements

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❑ Define scope (of the Architecture Project)

What problem are you solving? In terms of the EA Landscape (breadth and planning-horizon)
and in terms of purpose, which will tend to confirm the necessary level of detail? Be
completely clear where in the business cycle this architecture will be used.

❑ Evaluate capabilities

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 Identify the Information necessary to execute the
Phase (3)

❑ Identify stakeholders, concerns, and business requirements

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❑ Define scope
❑ Evaluate capabilities (of the EA team)
Take a hard look at the EA team and confirm the ability of the team to deliver on this architecture
development project. A good EA team covers gaps in experience, skill, and bias to deliver the
architecture that is useful, overcoming weaknesses of few members of the team.

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 More information through Iteration
❑ Iterate through all domains performing sufficient architecture development to enable you to
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communicate to the key stakeholders how the problem can be addressed and what the scope
of change is.

❑ Be clear on the target, the value of the target, and the work to change.

❑ Completing the outputs of Phase A requires exploring all of the domains – whether the
exploration is to understand what should change, or where change is not an option to
determine the impact of retaining current architecture.

❑ There may be multiple potential targets after the initial exploration.

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3.2 How to apply Phase A and how it
contributes to Architecture
Development Work
 Phase A: Architecture Vision
– The Starting Point
❑ The set-up essentials of Phase A are:
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▪ Define the scope of the Architecture Project

▪ Identify stakeholders, concerns, and associated requirements

▪ Assess the capability of the EA team

❑ The completion essentials of Phase A:

▪ Key stakeholder agreement on a summary of the target and the work to reach the target

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 Phase A: Architecture
Vision Recommended Steps
❑ Establish the architecture project
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❑ Identify stakeholders, concerns, and business

requirements
❑ Confirm and elaborate business goals, business drivers,
and constraints
❑ Evaluate capabilities
❑ Assess readiness for business transformation
❑ Define scope
❑ Confirm and elaborate Architecture Principles,
including business principles
❑ Develop Architecture Vision
❑ Define the Target Architecture value propositions and
KPIs
❑ Identify the business transformation risks and
mitigation activities
❑ Develop Statement of Architecture Work; secure
approval
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 How to apply the Phase
❑ The level of detail addressed in Phase A will depend on the scope and goals of the Request for
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Architecture Work, or the subset of scope and goals associated with this iteration of
architecture development.

❑ The order of the steps in Phase A as well as the time at which they are formally started and
completed should be adapted to the situation at hand in accordance with the established
Architecture Governance.
Check the learning studies documents: Page 15

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3.3 Security-specific Architecture
Design that is sufficient — Phase A
 Phase A: Sufficient Security-specific
Architecture
❑ In Phase A sufficient security-specific architecture design should be carried out to:
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▪ Satisfy the security stakeholders that the end-state does not represent any unknown or
unacceptable risk and aligns with corporate policies, standards, and principles

▪ Satisfy business stakeholders – in particular those who control the budget – that the
Security Architecture is instrumental in enabling and supporting the overall architecture
required to deliver the business opportunities and benefits identified with the right balance
between risk, compliance, and business benefits

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 Stakeholder Approval
❑ All stakeholders will have security and risk concerns and associated requirements. The
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stakeholder requirements are gathered to determine the security blueprint needed to address
the various concerns the stakeholders have.

❑ Stakeholders typically have value concerns related to the Security Architecture. Value may be
measuring items such as reduced risk and enablement of the overall architecture.

❑ The viewpoints and business cases must build on Security Principles, drivers, key risks, and risk
appetite and should be an integral part of the overall Architecture Vision deliverables.

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3.4 Outputs necessary to proceed with
the Architecture Development
 Phase A: Architecture Vision
– Recommended Outputs
❑ Approved Statement of Architecture Work
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❑ Refined statements of business principles, business goals, and business drivers

❑ Architecture Principles

❑ Capability Assessment

❑ Tailored Architecture Framework

❑ Architecture Vision

❑ Draft Architecture Definition Document

❑ Communications Plan

❑ Additional content populating the Architecture Repository

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 Statement of Architecture Work
❑ The Statement of Architecture Work defines the scope and approach that will be used to
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complete an architecture development cycle.

❑ The Statement of Architecture Work is typically the document against which successful
execution of the architecture project will be measured and may form the basis for a contractual
agreement between the supplier and consumer of architecture services.

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 Architecture Vision
❑ It provides a summary of the changes to the enterprise that will accrue from successful
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deployment of the Target Architecture.

❑ The purpose of the Architecture Vision is to provide key stakeholders with a formally agreed
outcome. Early agreement on the outcome enables the architects to focus on the detail
necessary to validate feasibility.

❑ Providing an Architecture Vision also supports stakeholder communication by providing a

summary version of the full Architecture Definition.

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 Communication Plan
❑ Enterprise Architectures contain large volumes of complex and inter-dependent information.
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❑ Effective communication of targeted information to the right stakeholders at the right time is a
critical success factor for Enterprise Architecture.

❑ Development of a Communications Plan for architecture allows for this communication to be

carried out within a planned and managed process.

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 Essential Output
❑ Stakeholders, sponsor, and management want guidance on planning and executing an effective
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change, not an architecture,

❑ What the Enterprise values and consumes is typically different than what the Practitioner
produces. Practitioners deliver an essential output.

❑ The intent is to keep the focus on the outcome being pursued, not what is done.

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 Phase A Summary: Output & Outcome
& Essential Knowledge
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Phase Output & Outcome Essential Knowledge

The scope of the problem being

addressed.
Those who have interests that are
Sufficient documentation to get fundamental to the problem being
permission to proceed. addressed. (Stakeholders & Concerns)
Phase A: Architecture
Permission to proceed to What summary answer to the problem
Vision
develop a Target Architecture to is acceptable to the stakeholders?
prove out a summary target. (Architecture Vision)
Stakeholder priority and preference.
What value does the summary answer
provide?

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 Practice with Learning Studies
Phase A, the Starting Point
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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 4– Architecture
Development
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
The Open Group®, and TOGAF® are registered trademarks of The Open Group.

Copyright © The Open Group 2022

theknowledgeacademy

• Refer to the Extract of the

TOGAF Standard, 10th
Edition — A Pocket Guide

• §6 The Architecture
Development Method

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theknowledgeacademy
4.1 Steps applicable to all ADM Phases

Unit 4 4.2 Risk and Security considerations during the Architecture

Development (ADM Phases B to D)

Relevant Information to produce outputs valuable to the

4.3
Architecture Development

4.4, How to apply Phases B, C, and D, and how they contribute to the
4.6,4.8 Architecture Development work
Concepts
4.5 Information relevant to Phase C (Data and Applications)
to produce outputs for the Architecture Development

4.7 Information needed in Phase D to produce outputs

relevant to the architecture development

4.9 Outputs of Phases B, C, and D necessary to proceed with

the Architecture Development work

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4.1 Steps applicable to all ADM Phases
 Phase B, C and D – Common Steps
❑ The steps outlined in the TOGAF Standard to develop
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architecture in Phases B, C, and D are identical.

❑ They are identical because the approach to developing

an architecture, confirming the work product
developed fits, and confirming approval are identical.

❑ These steps are also mandatory. Steps can be skipped,

but the final outcome could be at risk.

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 Select Reference Models, Viewpoints
and Tools
❑ Practitioners test with the following questions:
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▪ Given a set of stakeholders and concerns, what information do you need to know about the
system being examined to address their concerns?

▪ Given a set of information, how will you model, represent, capture, and analyse it?

▪ Are there reference models that allow you to skip to gathering and analysing rather than
inventing?

▪ What information is missing from the EA Landscape right now?

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 Develop Target, Baseline, and Gap
❑ Just enough for the purpose.
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❑ Consider the limitation of restricting description to where there is a gap:

▪ If part of the EA Landscape will have no change, and is not needed for traceability, what
useful reason is there for a Practitioner to spend time describing it?

❑ A gap is everything that changes.

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 Identify the Work to Reach the Target
Considering Cost and Value
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❑ Without understanding the work required to reach the target, stakeholders will approve the
impossible.

❑ The Practitioner is accountable for guarding value.

❑ A target provides an increase in value, at a cost of change.

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 Resolving Impacts
❑ The Practitioner:
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▪ Explores the impact of their candidate architecture against other candidate architectures,
transition states, the target state, and in-flight Implementation Projects

▪ Works with the Enterprise risk management process to assess impact to the Enterprise’s
risk; this is one of the most complex activities for an engaged high-functioning EA team

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 Approval
❑ The Practitioner is assisting their organisation select the best possible path against a set of
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competing preferences over time. They have taken the time to explore options and impacts.

❑ With an approved Target Architecture:

▪ The future is defined

▪ Traceability to the objective is available

▪ Trade-off has been performed

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 The EA Repository
❑ Practitioners should start and finish with the contents of the EA Repository.
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❑ Practitioners should apply the following tests:

▪ Is the information that will address the question at hand already available?

▪ Is there a superior architecture that guides and constrains the task at hand?

▪ What is the minimum information needed to cover shortfalls in the EA Repository?

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4.2 Risk and Security considerations
during the Architecture Development
(ADM Phases B to D)
 Phase B – Business Architecture
Risk and Security Considerations
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❑ The security elements of Phase B comprise:

▪ Business-level trust

▪ Risk

▪ Controls

❑ These are independent from specific IT or other systems within the specific scope of the
architecture engagement.

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 Phase C - Information Systems Architectures
Risk and Security Considerations
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❑ The security elements of Phase C comprise functional security services and their security
classification.

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 Phase D – Technology Architecture
Risk and Security Considerations
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❑ In most cases, the development of specific Technology Architecture security artifacts is not
necessary, as long as it incorporates the relevant security controls and mechanisms defined in
earlier phases.

❑ The Security Architect must ensure that the required controls are included in the Technology
Architecture and verify whether the controls are used in an effective and efficient way.

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4.3 Relevant Information to produce
outputs valuable to the Architecture
Development
 Business Principles, Business Goals,
Business Drivers
❑ An understanding of these is essential to align the architecture work with the business.
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❑ These provide the context for architecture work.

❑ They describe the needs and ways of working of the enterprise.

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 Relevant Information from Phase A
❑ The scope of the problem being addressed.
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❑ Stakeholders and their concerns.

❑ A summary answer to the problem that is acceptable to the stakeholders (the Architecture
Vision).

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 Architecture Development Phase B Inputs
❑ Reference Materials External to the Enterprise
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❑ Non-Architectural Inputs

▪ Request for Architecture Work

▪ Business principles, business goals, and business drivers

▪ Capability Assessment

▪ Communications Plan

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 Architecture Development Phase B
Architectural Inputs
❑ Organisational Model for Enterprise Architecture
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❑ Tailored Architecture Framework

❑ Approved Statement of Architecture Work

❑ Architecture Principles

❑ Enterprise Continuum

❑ Architecture Repository

❑ Architecture Vision

❑ Draft Architecture Definition Document

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theknowledgeacademy

• The ADM deliverables

are listed in the
handout, Appendix B.

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 4.4 4.6 4.8 How to apply Phases B, C,
and D, and how they contribute to the
Architecture Development work
 Outcome & Output
❑ A set of domain architectures approved by the stakeholders for the problem being addressed.
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❑ A set of gaps, and work to clear the gaps understood by the stakeholders.

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 Essential Knowledge
❑ How does the current Enterprise fail to meet the preferences of the stakeholders?
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❑ What must change to enable the Enterprise to meet the preferences of the stakeholders?
(Gaps)

❑ What work is necessary to realise the changes, that is consistent with the additional value
being created? (Work Package)

❑ How stakeholder priority and preference adjust in response to value, effort, and risk of change.
(Stakeholder Requirements)

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 Order of Steps
❑ The order of the steps, as well as the time at which they are formally started and completed,
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should be adapted to the situation at hand.

All activities that have been initiated in these steps should be closed during the Finalise the
Architecture step.

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 Architecture Repository
❑ As part of each phase, the architecture team will need to consider what relevant Architecture
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resources are available in the organisation's Architecture Repository.

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 Applying Phase B: Business Architecture
❑ Scope depends on existing strategy and planning
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▪ Update and verify

▪ bridge between high-level business drivers, strategy, and

▪ goals on the one hand, and specific business requirements

▪ Existing architecture discovery must include all relevant detail

❑ If there is no existing strategy or planning:

▪ Identify any existing architecture definitions, then verify and update

▪ New process definitions may require detailed work

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 Applying Phase B: Business Architecture
❑ The level of details will depend on the scope and goals of the overall architecture effort.
theknowledgeacademy

New models characterising the needs of the business will need to be defined in detail during
Phase B.

❑ Existing business artifacts to be carried over and supported in the target environment may
already have been adequately defined in previous architectural work; but, if not, they too will
need to be defined in Phase B.

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 Applying Phase C:
Information Systems Architectures
❑ Phase C involves Data and Applications Architecture, in either order.
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❑ Advocates exist for both sequences.

❑ Examples:

▪ Spewak’s Enterprise Architecture Planning recommends a data-driven sequence

▪ Major applications systems (ERP, CRM, …) often combine technology infrastructure and
application logic

▪ An application-driven approach takes core applications (underpinning mission-critical

business processes) as the primary focus of the architecture effort; integration issues often
constitute a major challenge

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 Applying Phase C:
Information Systems Architectures
❑ Key Considerations for Data Architecture include:
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▪ Data Management

▪ Data Migration

▪ Data Governance

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 Applying Phase D: Technology Architecture
❑ The evolution of new technologies is a major driver for change in enterprises looking for new
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innovative ways of operating and improving their business.

❑ The Technology Architecture needs to capture the transformation opportunities available to

the enterprise through the adoption of new technology.

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4.5 Information relevant to Phase C
(Data and Applications) to produce
outputs for the Architecture
Development
 Information Systems Architectures Phase C
Inputs

❑ Reference Materials External to the Enterprise

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❑ Non-Architectural Inputs

▪ Request for Architecture Work

▪ Capability Assessment

▪ Communications Plan

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 Information Systems Architectures Phase C
Architectural Inputs
❑ Organisational Model for Enterprise Architecture
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❑ Scope of organisations impacted

❑ Tailored Architecture Framework
❑ Data and Application Principles
❑ Statement of Architecture Work
❑ Architecture Vision
❑ Architecture Repository
❑ Re-usable building blocks (in particular, definitions of current data)
❑ Draft Architecture Definition Document
❑ Draft Architecture Requirements Specification
❑ Business Architecture components of an Architecture Roadmap

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 Phase C Essential Knowledge
❑ How does the current Enterprise fail to meet the preferences of the stakeholders?
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❑ What must change to enable the Enterprise to meet the preferences of the stakeholders?
(Gaps)

❑ What work is necessary to realise the changes, that is consistent with the additional value
being created? (Work Package)

❑ How stakeholder priority and preference adjust in response to value, effort, and risk of change.
(Stakeholder Requirements)

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4.7 Information needed in Phase D to
produce outputs relevant to the
architecture development
 Technology Architecture Phase D Inputs
❑ Reference Materials External to the Enterprise
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▪ Architecture reference materials

▪ Product information on candidate products

❑ Non-Architectural Inputs

▪ Request for Architecture Work

▪ Capability Assessment

▪ Communications Plan

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 Technology Architecture Phase D
Architectural Inputs
❑ Organisational Model for Enterprise Architecture, including:
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▪ Scope of organisations impacted

▪ Maturity assessment, gaps, and resolution approach
▪ Roles and responsibilities for architecture team(s)
▪ Constraints on architecture work
▪ Budget requirements
▪ Governance and support strategy

❑ Tailored Architecture Framework, including:

▪ Tailored architecture method

▪ Tailored architecture content (deliverables and artifacts)
▪ Configured and deployed tools

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 Technology Architecture Phase D
Architectural Inputs

❑ Technology principles, if existing

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❑ Statement of Architecture Work

❑ Architecture Vision
❑ Architecture Repository, including:

▪ Re-usable building blocks

▪ Publicly available reference models
▪ Organisation-specific reference models
▪ Organisation standards

❑ Draft Architecture Definition Document, which may include Baseline and/or Target
Architectures of any architecture domain
❑ Draft Architecture Requirements Specification, including:

▪ Gap analysis results (from Business, Data, and Application Architectures)

▪ Relevant technical requirements from previous phases

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 Phase D Essential Knowledge
❑ How does the current Enterprise fail to meet the preferences of the stakeholders?
theknowledgeacademy

❑ What must change to enable the Enterprise to meet the preferences of the stakeholders?
(Gaps)

❑ What work is necessary to realise the changes, that is consistent with the additional value
being created? (Work Package)

❑ How stakeholder priority and preference adjust in response to value, effort, and risk of change.
(Stakeholder Requirements)

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4.9 Outputs of Phases B, C, and D
necessary to proceed with the
Architecture Development work
 Phase B, C and D Outputs
❑ Refined and updated versions of the Architecture Vision phase deliverables
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▪ Statement of Architecture Work, updated if necessary

▪ Validated principles, or new principles(if created here)

▪ Draft Architecture Definition Document

▪ Draft Architecture Requirements Specification

▪ Business/Data/Application/Technology Architecture components of an Architecture

Roadmap

Lists of outputs for each phase are

included in the handout.
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 Outcome & Output
❑ A set of domain architectures approved by the stakeholders for the problem being addressed.
theknowledgeacademy

❑ A set of gaps, and work to clear the gaps understood by the stakeholders.

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 Practice with Learning Studies
Architecture Development
theknowledgeacademy

© The Knowledge Academy Ltd

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 5 – Implementing the
Architecture
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
The Open Group®, and TOGAF® are registered trademarks of The Open Group.

Copyright © The Open Group 2022

theknowledgeacademy

Unit 5 5.1 Risk and Security considerations for Phases E, F, and G

5.2 Steps (Phase E) to create the Implementation and

Migration Strategy

5.3 Basic Approaches to Implementation

Concepts 5.4 Identifying and Grouping Work Packages

5.5 Creating and Documenting Transition Architectures

The Impact of Migration Projects on the Organisation and the

5.6
Coordination Required

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theknowledgeacademy

Unit 5 5.7 Why and how Business Value is assigned to each Work Package

5.8 How to Prioritise the Migration Projects (Phase F)

5.9 Confirm the Architecture Roadmap (Phase F)

Concepts 5.10
The outputs of Phase F necessary to Proceed with the
Architecture Implementation

5.11 Inputs to Phase G Implementation Governance

5.12 How Implementation Governance is executed (Phase G)

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theknowledgeacademy

Unit 5 5.13 Outputs to support Architecture Governance

5.14 How Architecture Contracts are used to

communicate with Implementers

Concepts

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5.1 Risk and Security considerations
for Phases E, F, and G
 Risk and Security –
Phase E: Opportunities and Solutions
❑ Ensure the stakeholders’ security and risk concerns are addressed in the analysis. Confirm that
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risk owners are consulted.

❑ The value expected to be delivered by work packages should include measures related to
security and risk value to ensure the roadmap addresses the complete set of business goals
and drivers.

❑ The security building blocks defined in the previous phases become SBBs in this phase so that
more specific implementation-oriented requirements and specifications are defined.

❑ The Security Services Catalog of the Baseline Security Architecture probably contains existing
security services or security building blocks that meet the requirements.

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 Risk and Security –
Phase F: Migration Planning
❑ The migration strategy should include a risk assessment and a Risk Mitigation Plan.
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❑ In Phase F, the Risk Mitigation Plan is limited to the transition.

❑ Migration of live environments should always include regression planning so that there is a way
to reverse out a failed migration. This is an essential part of risk management.

❑ In addition, migration planning should include a security impact analysis to understand any
security impacts of the target state of the change.

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 Risk and Security —
Phase G: Implementation Governance
❑ Security Architecture implementation governance provides assurance that the detailed design
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and implemented processes and systems adhere to the overall Security Architecture.

❑ This ensures that deviations from Architecture Principles and implementation guidelines don’t
create any unacceptable risk.

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5.2 Steps (Phase E) to create the
Implementation and Migration
Strategy
 Phase E: Opportunities and Solutions
– The Steps (1)
❑ Determine/confirm key corporate change attributes
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❑ Determine business constraints for implementation

❑ Review and consolidate gap analysis results from

Phases B to D

❑ Review consolidated requirements across related

business functions

❑ Consolidate and reconcile interoperability

requirements

❑ Refine and validate dependencies

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 Phase E: Opportunities and Solutions
– The Steps (2)
❑ Confirm readiness and risk for business
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transformation

❑ Formulate Implementation and Migration Strategy

❑ Identify and group major work packages

❑ Identify Transition Architectures

❑ Create the Architecture Roadmap & Implementation

and Migration Plan

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5.3 Basic Approaches to
Implementation
 Implementation Approaches
❑ There are three basic approaches as follows:
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▪ Greenfield: a completely new implementation

▪ Revolutionary: a radical change (i.e., switch on,

switch off)

▪ Evolutionary: a strategy of convergence, such as

parallel running or a phased approach to introduce
new capabilities

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 Implementation Approaches (Cont’d)
❑ The most common implementation methodologies are:
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▪ Quick win (snapshots)

▪ Achievable targets

▪ Value chain method

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5.4 Identifying and Grouping Work
Packages
 Identify and Group Work Packages (1)
❑ Using the Consolidated Gaps, Solutions, and Dependencies matrix together with the
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Implementation Factor catalog, logically group the various activities into work packages.

❑ Fill in the "Solution" column in the Consolidated Gaps, Solutions, and Dependencies matrix to
recommend the proposed solution mechanisms.

❑ Indicate for every gap/activity whether the solution should be oriented towards a new
development, or be based on an existing product, and/or use a solution that can be purchased.

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 Identify and Group Work Packages (2)
❑ Classify every current system that is under consideration as:
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▪ Mainstream: part of the future information system

▪ Contain: expected to be replaced or modified in the planning horizon (next 3 years)

▪ Replace: to be replaced in the planning horizon

❑ Supporting top-level work packages should then in turn be decomposed into increments to
deliver the capability increments.

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 Identify and Group Work Packages (3)
❑ Analyse and refine work packages or increments with respect to their business transformation
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issues and the strategic implementation approach.

❑ Finally, group the work packages into portfolios and projects within a portfolio, taking into
consideration the dependencies and the strategic implementation approach.

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5.5 Creating and Documenting
Transition Architectures
 Transition Architectures
❑ Applicable when the scope of change to implement the Target Architecture requires an
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incremental approach

❑ Identifies one or more clear targets along the roadmap to realisng the Target Architecture

❑ Development of Transition Architectures must be based upon the preferred implementation

approach, the Consolidated Gaps, Solutions, and Dependencies matrix, the listing of projects
and portfolios, as well as the enterprise's capacity for creating and absorbing change.

❑ Determine where the difficult activities are, and unless there are compelling reasons,
implement them after other activities that most easily deliver missing capability.

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5.6 The Impact of Migration Projects
on the Organisation and the
Coordination Required
 Phase F: Migration Planning – The Steps
❑ Confirm management framework interactions for Implementation and Migration Plan
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❑ Assign a business value to each work package

❑ Estimate resource requirements, project timings, and availability/delivery vehicle Prioritise the
migration projects through the conduct of a cost/benefit assessment and risk validation

❑ Confirm Architecture Roadmap and update Architecture Definition Document

❑ Complete the Implementation and Migration Plan

❑ Complete the architecture development cycle and document lessons learned

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 Phase F Summary Output & Outcome
and Essential Knowledge
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Phase Output & Outcome Essential Knowledge

Resources available to undertake

An approved set of projects,
the change.
Phase F: containing the objective and
How stakeholder priority and
Implementation and any necessary constraints,
preference adjust in response to
Migration Plan resources required, and start
value, effort, and risk of change.
and finish dates.
(Stakeholder Requirements)

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 Walk Through Architecture to Support Project:
Finalise Scope and Budget
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❑ For each project in the portfolio:

❑ Finalise estimates and timeline

❑ Update Enterprise roadmap

❑ Populate governance and approval plan

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 Walk Through Architecture to Support Project:
Prepare for Solution Delivery Governance
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❑ Program context:

❑ Initiate completion of architecture work

❑ Define target Solution Architectures

❑ Finalise effort and resource estimates

❑ Define variance measures in project-specific governance model

❑ Update risk matrix

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 Realising the Solution
❑ Contractually, this is the post-rollout, warranty period. It is the period of putting the solution in
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the hands of the beneficiaries (customers, end-users, support personnel, partners, etc.).

❑ At the end of this period, initiate a gap analysis between the realised architecture and the
Baseline Architecture to be used for solution delivery.

❑ Document the lessons learned, mainly the gaps in the description of the superior architecture
that were filled while delivering the Solution Architecture.

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 Closure
❑ The realised solution is the new baseline, and becomes the basis for evolving and analysing
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the roadmap to the Target Architecture.

❑ The Architecture Practitioner performs an assessment to justify closure of the current

architecture project.

❑ Involve all stakeholders, decision-makers, and implementers to complete the assessment, and
gain the sign-off to close the effort.

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5.7 Why and how Business Value is
assigned to each Work Package
 Phase F: Migration Planning
Assign a Business Value to Each Work Package
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❑ Establish what constitutes business value within the organisation, how value can be measured,
and then apply this to each one of the projects and project increments.

❑ Use the work packages as a basis of identifying projects that will be in the Implementation and
Migration Plan.

❑ The identified projects will be fully developed in other steps in Phase F.

❑ Risks should then be assigned to the projects and project increments by aggregating risks
identified in the Consolidated Gaps, Solutions, and Dependencies Matrix (from Phase E).

❑ Estimate the business value for each project using the Business Value Assessment Technique.

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 Issues to Address in this Activity
❑ Performance Evaluation Criteria
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❑ Return-on-Investment Criteria

❑ Business Value

❑ Critical Success Factors (CSFs)

❑ Measures of Effectiveness (MOE)

❑ Strategic Fit

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 Communication with Implementers
❑ Implementers need to understand their project.
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1. Where their project fits within the roadmap, and its role in producing value.

2. What work packages and gaps they are responsible for, as well as associated gaps they are not
responsible for.

3. How conformance will be assessed.

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 Managing the Current Approach towards
Implementing the Change
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❑ The Practitioner’s job is to show that a sufficient level of scrutiny led to the deliverables of the
Architecture Project for the solution delivery architecture to succeed.

❑ Prove to the stakeholders that when the Architecture Project is consumed by the solution
delivery architecture, their requirements have been met and changes to the Enterprise will be
guided and constrained efficiently.

❑ Identify and secure approval for the resources necessary to begin allocating the budget for the
solution delivery architecture to begin.

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5.8 How to Prioritise the Migration
Projects (Phase F)
 Prioritise the Migration Projects Cost/Benefit Assessment

❑ Prioritise the projects by ascertaining their business value against the cost of delivering them.
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❑ The approach is to first determine, as clearly as possible, the net benefit of all of the SBBs
delivered by the projects, and then verify that the risks have been effectively mitigated and
factored in.

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 Prioritise the Migration Projects Risk Validation

❑ Review the risks to ensure that the risks for the project deliverables have been mitigated as
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much as possible. The project list is then updated with risk-related comments.

❑ Have the stakeholders agree upon a prioritisation of the projects.

❑ Formally review the risk assessment and revise it as necessary ensuring that there is a full
understanding of the residual risk associated with the prioritisation and the projected funding
line.

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5.9 Confirm the Architecture Roadmap
(Phase F)
 Confirm the Architecture Roadmap
❑ Update the Architecture Roadmap including any Transition Architectures.
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❑ Review the work to date to assess what the time-spans between Transition Architecture should
be, taking into consideration the increments in business value and capability and other factors,
such as risk.

❑ Once the capability increments have been finalised, consolidate the deliverables by project.

❑ This will result in a revised Architecture Roadmap.

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 Update the Architecture Definition Document

❑ If the implementation approach has shifted as a result of confirming the implementation

theknowledgeacademy

increments, update the Architecture Definition Document.

❑ This may include assigning project objectives and aligning projects and their deliverables with
the Transition Architectures to create/update an Architecture Definition Increments Table.

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5.10 The outputs of Phase F necessary
to Proceed with the Architecture
Implementation
 Phase F: Migration Planning Outputs
Implementation and Migration Plan
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❑ Implementation and Migration Plan, Approved, including:

▪ Implementation and Migration Strategy
▪ Project and portfolio breakdown of the implementation:
o Allocation of work packages to project and portfolio
o Capabilities delivered by projects
o Relationship to Target Architecture and any Transition Architectures
o Milestones and timing
o Work breakdown structure

❑ Project charters (optional):

▪ Related work packages
▪ Business value
▪ Risk, issues, assumptions, dependencies
▪ Resource requirements and costs
▪ Benefits of migration
▪ Estimated costs of migration options
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 Phase F: Migration Planning
Summary Outcome
❑ An approved set of projects, containing the objective and any necessary constraints, resources
theknowledgeacademy

required, and start and finish dates.

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 5.11 Inputs to Phase G
Implementation Governance
 Phase G: Implementation Governance
Inputs
❑ Reference Materials External to the Enterprise
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❑ Architecture reference materials

❑ Non-Architectural Inputs

❑ Request for Architecture Work

❑ Capability Assessment

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 Phase G: Implementation Governance
Architectural Inputs

❑ Organisational Model for Enterprise Architecture, including:

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❑ Tailored Architecture Framework, including:

❑ Statement of Architecture Work
❑ Architecture Vision
❑ Architecture Repository, including:
❑ Architecture Definition Document
❑ Architecture Requirements Specification, including:
❑ Architecture Roadmap
❑ Architecture Governance Framework
❑ Implementation Governance Model
❑ Architecture Contract (standard)
❑ Request for Architecture Work identified during Phases E and F
❑ Implementation and Migration Plan

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5.12 How Implementation Governance
is executed (Phase G)
 Phase G: Implementation Governance Steps
❑ Confirm scope and priorities for deployment with
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development management

❑ Identify deployment resources and skills

❑ Guide development of solutions deployment

❑ Perform Enterprise Architecture Compliance reviews

❑ Implement business and IT operations

❑ Perform post-implementation review and close the

implementation

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 Phase G Summary
Output & Outcome and Essential Knowledge
theknowledgeacademy

Phase Output & Outcome Essential Knowledge

Purpose and constraints on the
implementation team. (Gap,
Completion of the projects to Architecture Requirement
Phase G:
implement the changes Specification, Control)
Implementation
necessary to reach the How stakeholder priority and
Governance
adjusted target state. preference adjust in response to
success, value, effort, and risk of
change. (Stakeholder Requirements)

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 Supporting Change
❑ Support of the change activity needs to be provided.
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❑ Stakeholders often have little confidence that the project will deliver the expected value with
the expected cost and the projected time.

❑ The lack of confidence means the architecture has more uncertainty, or risk, associated with
realising the organisation’s objectives.

❑ At this point, the focus should be on risk mitigation.

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 Phase G: Implementation Governance
Guidance
❑ Guidance is provided to the Implementation Project.
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❑ The Practitioner must:

▪ focus on the scope of the Implementation Project

▪ facilitate good decision-making in the context not of project benefits realisation but of
Enterprise benefits realisation

▪ ensure the stakeholders and implementers understand the implications of their choices
regarding Enterprise benefits not driving them to make different choices

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 Implementation Projects and Other Change
❑ The TOGAF Standard provides two key concepts to govern Implementation Projects and other
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change: the Architecture Contract and the Architecture Requirements Specification.

❑ The Architecture Contract is used to direct and control the implementation team to work
towards a thought-out future.

❑ The Architecture Requirements Specification is used to direct and control the creativity of the
implementation team.

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5.13 Outputs to support Architecture
Governance
 Phase G: Implementation Governance
Outputs
❑ Architecture Contract (signed), as recommended in the architecture-compliant implemented
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architectures

❑ Compliance Assessments

❑ Change Requests

❑ Architecture-compliant solutions deployed including:

▪ The architecture-compliant implemented system
▪ Populated Architecture Repository
▪ Architecture compliance recommendations and dispensations
▪ Recommendations on service delivery requirements
▪ Recommendations on performance metrics
▪ Service-Level Agreements (SLAs)
▪ Architecture Vision, updated post-implementation
▪ Architecture Definition Document, updated post-implementation
▪ Business and IT operating models for the implemented solution
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 Phase G: Implementation Governance
Summary Outcome
❑ Completion of the projects to implement the changes necessary to reach the adjusted target
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state.

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5.14 How Architecture Contracts are
used to communicate with
Implementers
 Communicating with Implementers
❑ Implementers are typically poorly served. It is common to see implementers handed with a set
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of diagrams that represent the architecture.

❑ From these diagrams the implementers are expected to figure out the gaps they should fill, the
architecture specifications they must conform to, and the controls they must implement.

❑ Implementers are better served when they are explicitly provided context, gap, architecture
specification, and control.

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 Critical Items to an Implementer
❑ Implementation Project context: where does the project fit within the roadmap, what value or
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value dependency will the project provide?

❑ Scope: what work packages and gaps is the Implementation Project responsible for, as well as
what gaps associated with any architecture components associated with the project scope is
the project not responsible for?

❑ Conformance: what is the set of specific architecture specifications and controls the
Implementation Project will be assessed against?

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 Further on Communicating
with Implementers
❑ John Carver’s policy governance approach has two imperative practices that are
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recommended:

▪ First, specifications should be exclusionary, highlighting what is prohibited, rather than

mandating what is permitted.

▪ Second, specification compliance should be assessed through a reasonable interpretation

test by a reasonable person.

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 Contract between Architecting Function
and Business Stakeholders
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❑ A business stakeholder's Architecture Contract may include:

▪ Introduction and background
▪ The nature of the agreement
▪ Scope
▪ Strategic requirements
▪ Architecture deliverables that meet the business requirements
▪ Conformance requirements
▪ Architecture adopters
▪ Time window
▪ Architecture business metrics
▪ SLA
▪ This contract is also used to manage changes to the Enterprise Architecture in Phase H.

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 Practice with Learning Studies
Implementing the Architecture
theknowledgeacademy

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 6 – Architecture
Change Management
TOGAF Training Materials licensed from The Open Group. © 2022 The Open Group. All rights
reserved. Reproduction and redistribution prohibited.
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Copyright © The Open Group 2022

theknowledgeacademy

Unit 6 6.1 Inputs triggering Change Management — Change Requests

6.2 Activities necessary for effective Change Management

(Stakeholder Management)

6.3 Outputs relevant to proceed with a Change

Concepts

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 6.1 Inputs triggering Change
Management — Change Requests
 Phase H: Architecture Change Management
Inputs
❑ Reference Materials External to the Enterprise
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❑ Architecture reference materials

❑ Non-Architectural Inputs

❑ Request for Architecture Work

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 Phase H: Architecture Change Management
Architectural Inputs
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❑ Organisational Model for Enterprise Architecture

❑ Tailored Architecture Framework
❑ Statement of Architecture Work
❑ Architecture Vision
❑ Architecture Repository
❑ Architecture Definition Document
❑ Architecture Requirements Specification
❑ Architecture Roadmap
❑ Change Request — technology changes
❑ Change Request — business changes
❑ Change Request — from lessons learned
❑ Implementation Governance Model
❑ Architecture Contract (signed)
❑ Compliance Assessments
❑ Implementation and Migration Plan

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 Inputs triggering Change Management
❑ Phase H requires the Practitioner to identify:
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▪ Bottom-up drivers for change

▪ Change due to improvements in available technologies or conditions controlling the

operations or environment of the Enterprise

❑ Then initiate the architecture work for the next target transition state (top-down driver)

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 Change Request
❑ During implementation of an architecture, it is possible that the original Architecture Definition
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and requirements are not suitable or are not sufficient to complete the implementation of a
solution.

▪ In such cases, it is necessary for implementation projects to either deviate from the
suggested architectural approach or to request scope extensions

❑ In addition, external factors — such as market factors, changes in business strategy, and new
technology opportunities — may open up opportunities to extend and refine the architecture.

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6.2 Activities necessary for effective
Change Management (Stakeholder
Management)
 Phase H: Architecture Change Management
Steps
❑ Establish value realisation
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❑ Deploy monitoring tools

❑ Manage risks

❑ Provide analysis for architecture change

management

❑ Develop change requirements to meet performance

targets

❑ Manage governance process

❑ Activate the process to implement change

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 Effective Change Management
❑ Match the change decisions with the business cycle allocating resources.
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❑ Identify the bottom-up drivers for change

❑ Define “just enough architecture” and characteristics of the EA Landscape

❑ Align the EA team with the organisation’s planning, budgeting, operational, and change
processes

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6.3 Outputs relevant to proceed with a
Change
 Phase H: Architecture Change Management
Outputs
❑ Architecture updates (for maintenance changes)
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❑ Changes to architecture framework and principles (for maintenance changes)

❑ New Request for Architecture Work to move to another cycle (for major changes)

❑ Statement of Architecture Work, updated if necessary

❑ Architecture Contract, updated if necessary

❑ Compliance Assessments, updated if necessary

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 Phase H: Architecture Change Management
Summary Outcome
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❑ Direction to proceed and start developing a Target Architecture that addresses perceived, real,
or anticipated shortfalls in the Enterprise relative to stakeholder preferences.

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 Practice with Learning Studies
Architecture Change Management
theknowledgeacademy

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 7 – Requirements
Management
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reserved. Reproduction and redistribution prohibited.
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theknowledgeacademy

Unit 7 7.1 The inputs that feed the Requirements Management Phase

7.2 How the Requirements Management steps correspond

to ADM Phase Steps

7.3 The Purpose of the outputs of Requirements

Management

Concepts

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 7.1 The inputs that feed the
Requirements Management Phase
 Requirements Management Inputs
❑ A populated Architecture Repository
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❑ Organisational Model for Enterprise Architecture, including:

▪ Scope of organisations impacted
▪ Maturity assessment, gaps, and resolution approach
▪ Roles and responsibilities for architecture team(s)
▪ Constraints on architecture work
▪ Budget requirements
▪ Governance and support strategy
❑ Tailored Architecture Framework, including:
▪ Tailored architecture method
▪ Tailored architecture content (deliverables and artifacts)
▪ Configured and deployed tools
❑ Statement of Architecture Work
❑ Architecture Vision
❑ Architecture requirements, populating an Architecture Requirements Specification
❑ Requirements Impact Assessment

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 Effective Requirements Management
❑ Effective requirements management is dependent upon clear traceability from the
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organisation’s vision, mission, business model, and strategies through the most detailed
statement of requirement.

❑ When engaging with stakeholders, Practitioners must maintain the complete set of every
stakeholder’s preference, and the implications of those preferences.

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 7.2 How the Requirements
Management steps correspond to
ADM Phase Steps
 Architecture Requirements Management
Steps and the ADM Phase Steps
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❑ Objectives of the Requirements Management

Phase:
▪ Ensure that the Requirements Management
process is sustained and operates for all
relevant ADM phases
▪ Manage architecture requirements identified
during any execution of the ADM cycle or a
phase
▪ Ensure that relevant architecture
requirements are available for use by each
phase as the phase is executed
❑ The steps are matched to each ADM phase.

❑ The complete table is included in the handout.

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7.3 The Purpose of the outputs of
Requirements Management
 Architecture Requirements Management
Outputs
❑ Requirements Impact Assessment
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❑ Updated Architecture Requirements Specification: Architecture Requirements Specification), if

necessary

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 Requirements Impact Assessment Purpose
❑ Throughout the ADM, new information is collected relating to an architecture, new facts may
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come to light that invalidate existing aspects of the architecture.

❑ A Requirements Impact Assessment assesses the current architecture requirements and

specification to identify changes that should be made and the implications of those changes.

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 Architecture Requirements Specification
Purpose
❑ The Architecture Requirements Specification:
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▪ Provides a set of quantitative statements that outline what an implementation project

must do in order to comply with the architecture

▪ Will typically form a major component of an implementation contract or contract for more
detailed Architecture Definition

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 The Requirements Management Process
❑ When new requirements arise, or existing ones are changed, a Requirements Impact
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Statement is generated, which identifies the phases of the ADM that need to be revisited to
address the changes.

❑ The statement goes through various iterations until the final version, which includes the full
implications of the requirements (e.g., costs, timescales, and business metrics) on the
architecture development.

❑ Once requirements for the current ADM cycle have been finalised then the Architecture
Requirements Specification should be updated.

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 Practice with Learning Studies
Requirements Management
theknowledgeacademy

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 theknowledgeacademy

TOGAF® Enterprise
Architecture
Practitioner
Unit 8 – Supporting the ADM
Work
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theknowledgeacademy

Unit 8 8.1 How The Open Group TOGAF Library can be used to support
the Practitioner’s Work

8.2 Business Scenarios

8.3 The purpose of Compliance Assessments

Concepts 8.4 How Migration Planning techniques are used to review and
consolidate the Gap Analysis results from earlier Phases

8.5 How a Repository can be structured using the TOGAF

Architecture Repository as an example

8.6 What to expect in a well-run Architecture Repository

theknowledgeacademy

Unit 8 8.7 How the concepts of Architecture Levels are used to

organise the Architecture Landscape

8.8 Different Levels of Architecture that exist in an

Organisation

8.9 Determining the Level that an Architecture is being

Developed at

Concepts 8.10 The Role of Architecture Building Blocks (ABBs)

8.11 Guidelines and Techniques for Business Architecture

8.12 Applying Gap Analysis

theknowledgeacademy

Unit 8
8.13 How Iteration can be used in Architecture Practices

8.14 How the Implementation Factor Catalog can be used

8.15 The Content Framework and the Enterprise Metamodel

When the Architecture Content Framework (ACF) needs to

Concepts 8.16
be filled throughout the ADM Cycles

8.17 Using an Enterprise Metamodel

8.18 Using a Taxonomy

8.19 How Risk Assessment can be used

 8.1 How The Open Group TOGAF
Library can be used to support the
Practitioner’s Work
 TOGAF Library
❑ Accompanying the standard are additional
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resources contained in the TOGAF Library.

❑ Whereas the TOGAF Series Guides are proven,

stable, best practices, the TOGAF Library also
provides emerging ideas, guidelines,
templates, patterns, and other forms of
reference material to accelerate the creation
of new architectures for the enterprise.

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8.2 Business Scenarios
 Business Scenario Purpose
❑ It is a technique to help identify and understand the business requirements that an
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architecture must address.

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 The Method
❑ Identify, document, and rank the problem that is driving the scenario
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❑ Document, as high-level architecture models, the business and technical environments where
the problem situation is occurring

❑ Identify and document desired objectives; the results of handling the problems successfully
(ensure the objectives are SMART)

❑ Identify human actors (participants) and their place in the business model

❑ Identify computer actors (computing elements) and their place in the technology model

❑ Check for fitness-for-purpose, and refine only if necessary

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 Creating a Business Scenario
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8.3 The purpose of Compliance
Assessments
 The Purpose of Compliance Assessments
in the TOGAF ADM
❑ Best practice compliance assessments are tightly linked with the TOGAF concept of an
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Architecture Contract.

❑ TOGAF Phase G identifies two areas where compliance is assessed:

▪ The first is the scope of the project

▪ Second is the actual implementation, whether designed or the performance change.

❑ Phase H contains a further value-based compliance assessment.

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 Compliance Assessment Goals
❑ Catch errors in the project architecture early, and thereby reduce the cost and risk of changes
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required later in the lifecycle.

❑ Ensure the application of best practices to architecture work

❑ Provide an overview of the compliance of an architecture to mandated enterprise standards

❑ Communicate to management the status of the project

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 8.4 How Migration Planning
techniques are used to review and
consolidate the Gap Analysis results
from earlier Phases
 Migration Planning Techniques
❑ Implementation Factor Catalog
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❑ Consolidated Gaps, Solutions, &

Dependencies Matrix

❑ Architecture Definition Increments Table

❑ Transition Architecture State Evolution

Table

❑ Business Value Assessment Technique

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 Migration Planning Techniques
Implementation Factor Catalog
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❑ This is used to document factors impacting the architecture Implementation and Migration
Plan.

Consolidated Gaps, Solutions, & Dependencies Matrix

❑ This is used by the architect to group the gaps identified in the domain architecture gap
analysis results and assess potential solutions and dependencies to one or more gaps.

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 Migration Techniques
Architecture Definition Increments Table
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❑ This is used by the architect to plan a series of Transition Architectures outlining the status of
the Enterprise Architecture at specified times.

Transition Architecture State Evolution Table

❑ This is used by the architect to show the proposed state of the architectures at various levels
using the defined taxonomy (e.g., the TOGAF TRM).

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 Migration Techniques
Business Value Assessment Technique
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❑ This is used to assess business value by drawing up a matrix based on a value index dimension
and a risk index dimension.

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 8.5 How a Repository can be
structured using the TOGAF
Architecture Repository as an example
 The TOGAF Architecture Repository
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 Classes of Architectural Information (1)
❑ The Architecture Metamodel describes the organisationally
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tailored application of an architecture framework, including

a method for architecture development and a metamodel
for architecture content

❑ The Architecture Capability defines the parameters,

structures, and processes that support governance of the
Architecture Repository

❑ The Architecture Landscape presents an architectural

representation of assets in use, or planned, by the
enterprise at particular points in time

❑ The Standards Library captures the standards with which

new architectures must comply, which may include industry
standards, selected products and services from suppliers, or
shared services already deployed within the organisation
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 Classes of Architectural Information (2)
❑ The Reference Library provides guidelines, templates,
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patterns, and other forms of reference material that can be

leveraged in order to accelerate the creation of new
architectures for the enterprise

❑ The Governance Repository provides a record of

governance activity across the enterprise

❑ The Architecture Requirements Repository provides a view

of all authorised architecture requirements which have
been agreed with the Architecture Board

❑ The Solutions Landscape presents an architectural

representation of the SBBs supporting the Architecture
Landscape which have been planned or deployed by the
enterprise

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8.6 What to expect in a well-run
Architecture Repository
 Recommendations
Supporting Tool:
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❑ A high-functioning team should be supported by modeling and analytic software, as well as a

document management system

❑ A Practitioner requires linkage between any models and documentation, as well as a space to
perform analysis.

Sufficient Detail:

❑ A well run repository will contain sufficient detail to demonstrate that views for stakeholders
are derived from the architecture.

❑ All Stakeholders’ concerns must be addressed.

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 Recommendations
❑ Focus on the three most powerful components of an EA Repository, the Architecture
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Requirements Specification, controls, and gaps.

❑ Focus on good information management including good information presentation practice.

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8.7 How the concepts of Architecture
Levels are used to organise the
Architecture Landscape
 The Concepts
❑ In a typical enterprise, many architectures will be
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described in the Architecture Landscape at any

point in time.

❑ To address this complexity, the TOGAF Standard

uses the concepts of levels and the Enterprise
Continuum to provide a conceptual framework for
organising the Architecture Landscape.

❑ Levels provide a framework for dividing the

Architecture Landscape into three levels of
granularity

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 Developing Architecture at Different Levels
❑ Each architecture typically does not exist in isolation and must therefore sit within a
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governance hierarchy. Broad, summary architectures set the direction for narrow and detailed
architectures.

❑ Two strategies can be applied:

▪ Architectures at different levels can be developed through iterations within a single cycle of
the ADM process

▪ Architectures at different levels can be developed through a hierarchy of ADM processes,

executed concurrently

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 Organising the Architecture Landscape (1)
❑ Breadth: the breadth (subject matter) area is generally the primary organising characteristic
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for describing an Architecture Landscape. Architectures are functionally decomposed into a

hierarchy of specific subject areas or segments.

❑ Depth: with broader subject areas, less detail is needed to ensure that the architecture has a
manageable size and complexity. More specific subject matter areas will generally permit (and
require) more detailed architectures.

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 Organising the Architecture Landscape (2)
❑ Time: for a specific breadth and depth an enterprise can create a Baseline Architecture and a
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set of Target Architectures that stretch into the future. Broader and less detailed architectures
will generally be valid for longer periods of time and can provide a vision for the enterprise
that stretches further into the future

❑ Recency: finally, each architecture view will progress through a development cycle where it
increases in accuracy until finally approved. After approval, an architecture will begin to
decrease in accuracy if not actively maintained. In some cases recency may be used as an
organising factor for historic architectures.

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8.8 Different Levels of Architecture
that exist in an Organisation
 Architecture Landscape
❑ (Enterprise) Strategic Architecture provides an
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organising framework for operational and change activity

and allows for direction setting at an executive level.

❑ Segment Architecture provides an organising framework

for operational and change activity and allows for
direction setting and the development of effective
architecture roadmaps at a program or portfolio level.

❑ Capability Architecture provides an organising

framework for change activity and the development of
effective architecture roadmaps realising capability
increments.

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 The Architecture Continuum
❑ Provides a method of dividing each level of the Architecture Landscape by abstraction.
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❑ Offers a consistent way to define and understand the generic rules, representations, and
relationships in an architecture, including traceability and derivation relationships

❑ Shows the relationships from foundation elements to organisation-specific architecture.

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8.9 Determining the Level that an
Architecture is being Developed at
 EA Landscape with an Architecture Project
❑ Looking at the figure, the essential point is that the
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Architecture Project covers a specific portion of the

EA Landscape – the portion defined regarding
breadth, planning horizon, and detail. Prior work
may already exist within the scope.

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8.10 The Role of Architecture Building
Blocks (ABBs)
 Architecture Building Blocks
❑ Architecture Building Blocks (ABBs) relate to the Architecture Continuum and are defined or
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selected as a result of the application of the ADM.

❑ They are used to capture architecture requirements; e.g., Business, Data, Application, and
Technology requirements

❑ They direct and guide the development of SBBs

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8.11 Guidelines and Techniques for
Business Architecture
 Applying Business Capabilities
❑ The business capability map found or developed in the Architecture Vision phase provides a
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self-contained view of the business that is independent of the current organisational

structure, business processes, information systems and applications, and the rest of the
product or service portfolio

❑ Those business capabilities should be mapped back to the organisational units, value streams,
information systems, and strategic plans within the scope of the Enterprise Architecture
project.

❑ This relationship mapping provides greater insight into the alignment and optimisation of each
of those domains

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 Example: Business Capability Map
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Strategic Business Planning Market Planning Partner Management

Capital Management Policy Management Government Relations

Management

Core Account Management Product Management Distribution Management

Customer Management Channel Management Agent Management

Supporting Financial Management HR Management Procurement Management

Information Management Training Management Operations Management

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 Example: Business Capabilities Heat Map
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Strategic Business Planning (L) Market Planning (H) Partner Management (M)

Capital Management (L) Policy Management (L) Government Relations

Management (H)

Core Account Management (L) Product Management (L) Distribution Management (L)

Customer Management (Y) Channel Management Agent Management (N)

(L)

Supporting Financial Management (L) HR Management (H) Procurement Management (L)

Information Management Training Management Operations Management (L)

(M) (M)

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 Applying Value Streams
❑ Value streams provide valuable stakeholder context into why the organisation needs business
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capabilities, while business capabilities provide what the organisation needs for a particular
value stage to be successful.

❑ Start with the initial set of value stream models for the business documented in the
Architecture Vision phase. Within the scope of the specific Enterprise Architecture project, if
sufficiently larger in breadth, there may be a need for new value streams not already in the
repository.

❑ A new or existing value stream can be analysed within the scope of the project through heat
mapping (by value stream stage) or by developing use-cases around a complete definition of
the value stream

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 Example: Mapping Capabilities to
Value Stream Stages
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Define Communicate Assess Interview Onboard

Position Position Responses Candidates Employee

Program Mgmt. HR Mgmt. HR Mgmt. HR Mgmt. HR Mgmt.

Program/Human Employee Supply and Employee Supply and Benefits Management Onboard Tracking
Resource Matching Demand Mgmt. Demand Mgmt.
Terms Management
Position Advertising Skills Assessment
Compensation Mgmt. Asset Mgmt.
HR Mgmt.
Asset Allocation
Competency Mgmt. Finance Mgmt.
Agreement Mgmt.
Labor Funding
Agreement Structuring Facilities Mgmt.
Space Allocation

Security Mgmt.
Employee Background
and ID

Information Mgmt.
Employee Information
Mgmt.

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 Applying Organisation Mapping
❑ An organisation map shows the key organisational units, partners, and stakeholder groups
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that make up the enterprise ecosystem.

❑ The map should depict the working relationship between those entities, as distinct from an
organisational chart that only shows hierarchical reporting relationships.

❑ The business unit is the main concept used to establish organisation maps.

❑ This map is a key element of Business Architecture because it provides the organisational
context for the whole Enterprise Architecture effort.

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 Example: Organisation Map
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IT Warehouse

HR
Key

Web Services
Finance Enterprise
Central
Operations

Online Business
Store Unit
Quality
Assurance Global Retail
Enterprises, Department
Inc.
Product
Design External
Partner
Product Sales &
Suppliers Marketing Retail
Operations Collaborative
Team

Retail
Strategy US
Team Stores Japan
Stores
UK
Stores

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 Applying Information Maps
❑ Characterising information in the Business Architecture phase starts with the elements that
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matter most to the business, such as product, customer, factory, etc.

❑ Relationships among the information domains can then be added to the map as the next level
of understanding for a good baseline information map.

❑ The most significant benefit then comes with building matrices between information and
business capabilities.

❑ These information maps and relationships to business capabilities will then apply in later
architecture phases on data characterisation, applications, and infrastructure.

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 Example: Simple Information Map
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 Applying Modeling Techniques
❑ The modeling and mapping techniques are extensions that implement the business
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capabilities, value streams, and organisation maps.

❑ Activity Models (also called Business Process Models) describe the enterprise's business
activities, the data and/or information exchanged between activities (internal exchanges), and
the data and/or information exchanged with other activities that are outside the scope of the
model (external exchanges)
❑ Use-Case Models describe the business process of an enterprise in terms of use-cases and
actors corresponding to business processes and organisational participants (people,
organisations, etc.)
❑ Logical Data Model (or Class Model)Logical data models describe the entities, their attributes,
and the acceptable values for these attributes as well as the relationships between the various
entities.
❑ Business Models Business models provide a powerful construct to help focus and align an
organisation around its strategic vision and execution
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 Example: Business Model Canvas
Retailer Business Model Diagram – Future State
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Product Customer Lowest Automated Mass

Manufacturers Analysis Prices AI Services Market

Supplier Convenience Web Shopping Consumer-

Global Suppliers
Management Anywhere Self-service specific
Specialization

Internet and App Availability for

Providers Brand Common and Limited
Reputation Specific Needs Shopfronts

Cloud Hosting & Web-based

App Support Shopping Apps

Infrastructure & Transport Profit on Sales

Employees and Supply Warranty Service

Scale Across Globe Manufacture Rebates

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8.12 Applying Gap Analysis
 Gap Analysis
❑ A key step in developing an architecture is to identify changes between the baseline and
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target architectures using Gap Analysis.

❑ The Gap Analysis technique is used to consider what may have been forgotten or missed, as
well as what is needed.

❑ A gap is simply anything that changes.

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 Steps
❑ Draw up a matrix with all the ABBs of the Baseline Architecture on the vertical axis, and all the
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ABBs of the Target Architecture on the horizontal axis

❑ Add to the Baseline Architecture axis a final row labelled "New", and to the Target
Architecture axis a final column labelled "Eliminated”

❑ Where an ABB is available in both the Baseline and Target Architectures, record this with
"Included" at the intersecting cell

❑ Where an ABB from the Baseline Architecture is missing in the Target Architecture, each must
be reviewed

❑ Where an ABB from the Target Architecture cannot be found in the Baseline Architecture,
mark it at the intersection with the "New" row as a gap that needs to filled, either by
developing or procuring the building block
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 ADM Phases B, C and D
Develop Target, Baseline, and Gap
❑ Just enough for the purpose.
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❑ If the current state is accepted, the only reason to describe the baseline is to develop gaps.

❑ Consider the limitation of restricting description to where there is a gap.

❑ Description using the same technique at the same level of detail enables identification of
gaps: a gap is everything that changes.

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8.13 How Iteration can be used in
Architecture Practices
 Iteration in Practice
❑ Iteration can be used in two different ways
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1. Iteration of the ADM

▪ Described in terms of activity, re-sequencing and looping the ADM

2. Iteration in terms of Information Flow

▪ By exploring the EA Landscape based on information required. If the information required

is available move on, else produce the material by exercising an ADM phase

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 Iteration of the ADM
❑ The ADM supports iteration in a number of ways.
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1. Iteration to describe a comprehensive Architecture Landscape through multiple ADM cycles

based upon individual initiatives bound to the scope of the Request for Architecture Work

2. Iteration to describe the integrated process of developing an architecture where the activities
described in different ADM phases interact to produce an integrated architecture

3. Iteration to describe the process of managing change to the organisation's Architecture

Capability

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 1. Iteration to Develop a Comprehensive
Architecture Landscape
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❑ Projects will exercise through the entire ADM cycle,

commencing with Phase A.

▪ Each cycle of the ADM will be bound by a Request for

Architecture Work

▪ The architecture output will populate the Architecture

Landscape, either extending the landscape described, or
changing the landscape where required

❑ Separate projects may operate their own ADM cycles

concurrently, with relationships between the different
projects.

❑ One project may trigger the initiation of another project.

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 Suggested Iteration Cycles (Target First)
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 2. Iteration within an ADM Cycle
(Architecture Development Iteration)
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❑ Projects may:

▪ Operate multiple ADM phases

concurrently

▪ Cycle between ADM phases, in planned

cycles covering multiple phases

▪ Return to previous phases to update work

products with new information

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Open Group 2022
Academy Ltd.
 3. Iteration to manage the Architecture Capability
(Architecture Capability Iteration)
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❑ Projects may require:

▪ a new iteration of the Preliminary Phase

to (re-) establish aspects of the
Architecture Capability identified in Phase
A to address a Request for Architecture
Work

▪ a new iteration of the Preliminary Phase

to adjust the organisation's Architecture
Capability as a result of identifying new or
changed requirements for Architecture
Capability as a result of a Change Request
in Phase H

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 Classes of Architecture Engagement
❑ The standard defines approaches for three
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areas of engagement for architects:

▪ Identification of Change Required

▪ Definition of Change

▪ Implementation of Change

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 Iteration Focus for Classes of Architecture
Engagement (Extract)
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Engagement Iteration Focus Scope

Supporting Business Strategy Architecture Capability Broad, shallow consideration given to the Architecture
Landscape in order to address a specific strategic
Architecture Development (Baseline First) question and define terms for more detailed
architecture efforts to address strategy realisation.

Architectural Portfolio Architecture Capability Focus on physical assessment of baseline applications

Management of the Landscape and technology infrastructure to identify improvement
Architecture Development (Baseline First) opportunities, typically within the constraints of
maintaining business as usual.

Architectural Portfolio Transition Planning Focus on projects, project dependencies, and

Management of Projects Architecture Governance landscape impacts to align project sequencing in a way
that is architecturally optimised.

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 Iteration in Terms of Information Flow
❑ Iteration within the TOGAF ADM is often in terms of re-sequencing and looping.
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❑ Iteration can also be done in terms of information flow, where iteration is driven by the
information needs of the project.

❑ If the information required is not available then it is produced by exercising a TOGAF ADM
phase.

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 Example
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8.14 How the Implementation Factor
Catalog can be used
 Implementation Factor Catalog
❑ This catalog is used to document
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the factors impacting the

Implementation and Migration
Plan.

❑ This is created at the start of Phase

E to act as a repository for
implementation and migration
decisions.

This catalog is revisited during

Phase E as further information is
found.

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 Consolidated Gaps, Solutions,
& Dependencies Matrix
❑ This matrix is used as a planning
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tool when creating work packages.

❑ It allows the architect to group the

gaps identified in the domain
architecture gap analysis results
and assess potential solutions and
dependencies to one or more
gaps.

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 Architecture Definition Increments Table
❑ This table is used to plan a series
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of Transition Architectures
outlining the status of the
Enterprise Architecture at
specified times.

❑ This can be used to assign

incremental project deliverables
across the Transition Architectures

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8.15 The Content Framework and the
Enterprise Metamodel
 The Need for the Content Framework and
the Enterprise Metamodel
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❑ An essential task when establishing the enterprise-specific Enterprise Architecture Capability in

the Preliminary Phase of the ADM is to define:

▪ A categorisation framework to be used to structure the Architecture Descriptions, the work

products used to express an architecture, and the collection of models that describe the
architecture: the Content Framework

▪ An understanding of the types of entities within the enterprise and the relationships between
them that need to be captured, stored, and analysed in order to create the Architecture
Description; this Enterprise Metamodel depicts this information as a formal model

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 The Value of an Enterprise Metamodel
❑ It gives architects a starter set of the types of thing to investigate and to cover in their models
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❑ It provides a form of completeness-check for any architecture modeling language, or

architecture metamodel, that is proposed for use in an enterprise

❑ It can help ensure:

▪ Consistency

▪ Completeness

▪ Traceability

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 Modeling Approaches
❑ A list of example modeling approaches is included in the handout.
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These examples are provided as a starting point for a Practitioner who needs to consistently
describe some part of an Enterprise.

❑ It is useful to describe something consistently.

❑ The approaches may have a formal or informal metamodel, notation, or supporting method.

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8.16 When the Architecture Content
Framework (ACF) needs to be filled
throughout the ADM Cycles
 Filling the ACF throughout the ADM cycles
❑ At each stage, the ADM requires information as inputs and will create outputs as a result of
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executing a number of steps.

❑ The Content Framework provides an underlying structure for the ADM that defines inputs and
outputs in more detail and puts each deliverable into the context of the holistic architecture
view of the enterprise.

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 The TOGAF Content Framework
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 The TOGAF Content Framework
❑ Architecture Principles, Vision, Motivation, and Requirements models are intended to
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capture the surrounding context of formal architecture models, including general Architecture
Principles, strategic context that forms input for architecture modeling, and requirements
generated from the architectureThe relevant aspects of the business context that have given
rise to the Request for Architecture work are typically investigated, refined, validated, and
recorded in the Preliminary and Architecture Vision phases.

❑ Business Architecture captures architecture models of the business, looking specifically at

factors that motivate the enterprise, its structure, and its capabilities

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 The TOGAF Content Framework
❑ Information Systems Architecture models capture architecture models of IT systems, looking
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at applications and data in line with the TOGAF ADM phases

❑ Technology Architecture models capture technology assets that are used to implement and
realise information system solutions

❑ Architecture Realisation/Transformation models capture change roadmaps showing

transition between architecture states and binding statements that are used to steer and
govern an implementation of the architecture

❑ Architecture Change Management models capture value realisation management events,

internal and external, that impact the Enterprise Architecture and the generation of
requirements for action

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 Mapping EA Capability Development
with ADM Phases
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8.17 Using an Enterprise Metamodel
 The TOGAF Enterprise Metamodel
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 Enterprise Metamodel – Entities (Extract)
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 Enterprise Metamodel – Attributes (Extract)
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 Enterprise Metamodel
– Relationships (Extract)
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8.18 Using a Taxonomy
 TOGAF Enterprise Metamodel Taxonomy
❑ The TOGAF Enterprise Metamodel provides a good starting point for a taxonomy for the
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majority of enterprises.

❑ It defines a list of common components and common possible relationships the enterprise
may want to keep track of (motivation, role, event, activity, location, resource, platform
services) and a set of relationships.

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 Entities, Attributes and Relationships
❑ The TOGAF Enterprise Metamodel describes Entities, Attributes and Relationships
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8.19 How Risk Assessment can be used
 Generally Accepted Areas of Concern
for the Security Architect
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❑ Asset Protection

❑ Risk Assessment

❑ Access Control

❑ Audit

❑ Availability

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 Definition: Risk Assessment
❑ Determining what risks we face, measuring them to determine their likelihood and impact,
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and then accepting, mitigating, or transferring the risk according to the organisation’s risk
appetite

❑ Source: TOGAF Series Guide: Integrating Risk and Security within a TOGAF® Enterprise
Architecture, §3.2.1

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 Risk Classification Scheme
❑ There are no hard and fast rules with respect
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to measuring effect and frequency. The

following guidelines are based upon existing
risk management best practices:

▪ Effect

▪ Frequency

▪ Classification scheme
E= Extremely High Risk, H = High Risk,
M = Moderate Risk, L = Low Risk

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 The Act of Assessing Risk
❑ A risk assessment is the activity of determining the risks that are relevant to an asset or
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objective

❑ A qualitative risk assessment delivers a listing of relevant risk scenarios with a high-level
prioritisation (high-medium-low), whereas a quantitative approach seeks for numeric
determination of the risk.

❑ A deliverable of a risk assessment is the Business Risk Model.

❑ Source: TOGAF Series Guide: Integrating Risk and Security within a TOGAF® Enterprise
Architecture, §5.3.4

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 Risk Mitigation Plan
❑ The Risk Mitigation Plan contains activities to mitigate risks. It is the implementation of the
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risk mitigation strategy, which could aim to increase the level of control, transfer the risk to
another party, avoid the risk by changing the business activity, delay the risk, compensate for
the risk, etc.

❑ The broader sense of risk is addressed by the Enterprise Risk Management (ERM) process in
phase E.

❑ The scope includes the latest information security risks as identified during the risk
assessments that are done earlier in Phase B.

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 Phase F: Migration Planning
❑ Migration is itself a business process that needs to be secured
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❑ The migration strategy should include a risk assessment and a Risk Mitigation Plan.

❑ In Phase F, the Risk Mitigation Plan is limited to the transition.

❑ In addition, migration planning should include a security impact analysis to understand any
security impacts of the target state of the change.

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 Practice with Learning Studies
Requirements Management
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Summary
 Learning Units Completed
❑ Unit 1 – The Context for Enterprise Architecture
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❑ Unit 2 – Stakeholder Management

❑ Unit 3 – Phase A, the Starting Point

❑ Unit 4 – Architecture Development

❑ Unit 5 – Implementing the Architecture

❑ Unit 6 – Architecture Change Management

❑ Unit 7 – Requirements Management

❑ Unit 8 – Supporting the ADM Work

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Congratulations
Congratulations on completing this course!
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