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INDEX

PF2

Head

PF2

Section

Overview

Companies
Pragmatic EC
Books and Training
Licensing

Context

Frameworks

Coverage
X Frameworks

POET

Head

Context

Section
Context is King
Types

Why Use POET

Sage Words
Enterprise Viability
Basic Premise
70 of All Change Initiatives Fail
WE Deming
The Transformation of Transformation

How POET Helps

Fundamental
An Operating Model for Transformation
Toolkit

Where POET and PEAF Fit

Theory and Complexity
Content vs Benefits
PEAF vs TOGAF Trends
Other Frameworks
Detail
PEAF and the TOGAF ADM

Level of Guidance

Detail

Zachman

Basic Message
Missing Perspective and Model

Mapping to POET

Overall
Architect Engineer
Why How
How When What Where Who
Perspectives and Models

Methods

Section

Overview

Phases
Basics
Strategising
Roadmapping
Project Execution
Governance and Lobbying
Models
Example Roles and RACI Patterns

Governance and Lobbying

Transformation Synchronisation
yin and yang
Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview
Investment Profiles
Investment Results

Disciplines

Overview
Phase
Artefacts
Orchestration
Requirements Management
Discovery
Analysis and Design
Governance and Lobbying
Modelling

Artefacts

Section

Overview

Levels
Basics
Structural MACE
Relationships
Transformational MAGMA
Relationships

MACE and MAGMA Derivation

Structure
Strategy
Execution
Fundamental Types
Levels

Mapping

POLDAT
BMM
EBMM

Ontology

Basics
Mapping to Phases
Volatility Volume Impact and Population
Two Whys
Recursive Model Abstractions
Structural and Transformational
Business Model Operating Model Capability Model and Roadmaps
Current Intermediate Target

Meta models

Hybrid

Culture

Section
Culture Trumps Everything
The Power of Culture
Immense Problems
Immense Opportunities
Slaves to Psychology
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Effect
Do You Lie to Yourself
The Dunning Kruger Effect
The Peter Principle
The Best Managers Are Sociopaths
Personality Traits

Decisions Decisions Decisions

Cultural Types
Making Them
Changing Them
The Red Button
Jumping to Conclusions

Architecture and Engineering

Yin and Yang
Merged
Comparison
What are you

Application

Inter Phase
Intra Phase
Overall

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

Environment

Section
The Architecture Paradigm

Purpose

Its Not What You Think
Structural Complexity
Transformational Volatility
Transformational Complexity
Contextual Volatility and Complexity

Justification

Applicability
Cost and Ability
Investment
Procrastination
Why and How
Abstraction and Elaboration
Relationships
The Value is in the Lines not the Boxes
Patterns
Models Meta Models and Semantics

Frameworks

Number and Growth
How POET Helps

Tools

Number and Growth
How POET Helps
Coverage
Integration

Adoption

Section

Overview

Adoption Process
Adoption Output
Iteration
Iterations

Barriers to Adoption

Domain Blindness
The Red Pill
Timing Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Framework Misinterpretation
Reality Avoidance
Its Just Not Sexy
Save the Drowning Children

Maturity Model

Overview
Recognisable
Pragmatic
Adoption Structure
Guidance
Measures
Detailed
Enterprise Transformation Maturity Canvas
Assessment
Detailed
Enterprise Transformation Maturity Canvas
Tools
Results
Motivation

Methods

Problems Opportunities

Phases
Governance and Lobbying
Issues

Artefacts

Problems Opportunities
Issues

Culture

Issues

Environment

Issues
Actions
Overview

Strategising ET

Why Should I Care
Roadmapping Select ET Framework
Initiating Understand ET Framework
Elaborating Plan Rollout of ET Framework
Constructing Develop ET Changes
Transitioning Rollout ET Changes

PF2

Appendix

Section
Background
The Author
Keypoints
Sources and Resources
Tail

Enterprise Transformation

A Pragmatic Approach Using POET

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A group of friends were out hiking one day. We find them walking steadily upstream next to a river... towards a pubÖ

One of them, letís call him Kevin, didnít quite fit into the group. In fact, Kevin didnít seem to fit into any group. He was a little introverted and found being in a large group a little intimidating. At parties he would rarely mingle and would mostly be found standing at the back of the room holding onto a glass firmly for support with no one to talk to, while everyone else seemed to be desperately trying to demonstrate to everyone else what a great time they were having. He knew he spoke the same language that all his friends and colleagues at work spoke but for some reason always had a strange feeling that he spoke some strange dialect that others constantly misinterpreted. This only served to increase his feelings of anxiety when communicating with others and increased his quietness and self-imposed solitude. All he knew was - he just didnít seem to ďfitĒ anywhere. It wasnít that the rest of the people in the group hated Kevin per se. They just found him a little weird. Didnít quite understand him, and tolerated him rather than loved him.

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Questions to ponder...

How many people in your Enterprise are saving drowning children?

How many people in your Enterprise are preventing children falling in the river?

Should your Enterprise devote more resources towards preventing children falling in the river?

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