Index

PF2

Frameworks

Overview

X Frameworks

Available Now

PEFF Enterprise Fundamentals
POET Enterprise Transformation
PEAF Enterprise Architecture
PTMC Transformation Maturity

Coming Soon

POED Direction
POEO Operation
POES Support
PEEF Enterprise Engineering

PEFF

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
What is Business Architecture Enterprise Architecture Solution Architecture

Ontologies

Structural

MAGIC

Transformational

MAGMA

Enterprise

DOTS

POET

Methods

Phases

Overview
Architectures
Resource Utilisation
Strategising
Roadmapping
Solutioning
A Pragmatic Approach
Project Execution

Disciplines

Governance and Lobbying Disciplines

Governance and Lobbying

Technical Debt
Technical Debt vs Transformation Debt

Transformation Debt

Overview

Artefacts

Overview

Overview
Architectures

Ontology

Detail

Models

Guidance

Context is King

Types

Items

The Architecture Paradigm

Purpose

Structural Complexity
Transformational Volatility
Transformational Complexity

Justification

Applicability
Abstraction and Elaboration
Models Meta Models and Semantics

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap

Culture

Architects and Engineers

Fundamentals
Comparison

PEAF

Adoption

Guidance

What Is EA

Bridging the Gap
You Decide
Solution Architecture

160 Char Challenge

Description
Simplified Description

Methods

Phases

Overview
Strategising
Roadmapping
Enterprise Transformation Strategy
Solutioning
Governance and Lobbying
Strategic vs Tactical
Transformation Debt
Ratio

Artefacts

Ontology

Models

Relationships

Culture

Enterprise Architect

Two Types

Type 1

Requirements
Duties

Type 2

Requirements
Duties

Roles

SIB Strategic Investment Board
EASG Enterprise Architecture Steering Group
       
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Definitions - Some Fundamental Definitions


PEAF>Methods>Governance-and-Lobbying ◄◄◄           .           ►►► PEAF>Methods>Governance-and-Lobbying>Transformation-Debt

The words Strategic and Tactical are used frequently in Enterprises in relation to Transformation. However, these words are normally ill defined, and as such, different groups tend to use them in different ways, while assuming they are being used in the same way.

“The Business”

“The Business” tends to talk in terms of WHY work is required. Objectives.

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Keypoint

Adopt this component by...

Don’t confuse the Tactical/Strategic reasons for doing projects, with the Tactical/Strategic methods of executing them.

Management: Ensure everyone in the Enterprise understands the difference between a Strategic/Tactical project, vs a project executed in a Strategic/Tactical way.

Questions to ponder...

Does your Enterprise confuse Strategic Projects and Tactical work?

If so, does that cause any problems?

What needs to change to alleviate those problems?

Can you think of an example of Tactically Important work, done in a Strategic way?

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