TOGAF 9.

1
By: Samuel Mandebvu

Welcome!
This presentation is for you if:

Want to know what TOGAF is and what its all about.

Have gone through the training and are now studying to write
the exams.

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TOGAF 9.1 Parts

Part
Part
Part
Part
Part
Part
Part

I Introduction
II The ADM
III - ADM Guidelines and Techniques
IV - Architecture Content Framework
V - Enterprise Continuum and Tools
VI - Reference Models
VII - Architecture Capability Framework

What is TOGAF?

TOGAF is an architecture framework The Open Group

Architecture Framework.
TOGAF is a tool for assisting in the acceptance, production, use,
and maintenance of enterprise architectures.
The first version of TOGAF, developed in 1995, was based on the
US Department of Defense Technical Architecture Framework for
Information Management (TAFIM).
The key to TOGAF is the method the TOGAF Architecture
Development Method (ADM) for developing an enterprise
architecture that addresses business needs.

What is Architecture in the Context of

TOGAF?
In TOGAF, architecture has two meanings depending upon the
context:
1. A formal description of a system, or a detailed plan of the system
at a component level to guide its implementation.
2. The structure of components, their inter-relationships, and the
principles and guidelines governing their design and evolution over
time.

Key Terms

Activity: A task or collection of tasks that support the functions of an organization; for
example, a user entering data into an IT system or traveling to visit customers.

Application :A deployed and operational IT system that supports business functions and
services; for example, a payroll. Applications use data and are supported by multiple
technology components but are distinct from the technology components that support
the application.

Application Architecture : A description of the major logical grouping of capabilities

that manage the data objects necessary to process the data and support the business.

Building Block :Represents a (potentially re-usable) component of business, IT, or

architectural capability that can be combined with other building blocks to deliver
architectures and solutions.

Architecture Building Block (ABB) :A constituent of the architecture model that

describes a single aspect of the overall model.

Business Architecture :The business strategy, governance, organization, and key

business processes information, as well as the interaction between these concepts.

Architecture Principles :A qualitative statement of intent that should be met by the

architecture. Has at least a supporting rationale and a measure of importance.

Key Terms

Architecture Continuum :A part of the Enterprise Continuum. A repository of

architectural elements with increasing detail and specialization. This Continuum begins
with foundational definitions such as reference models, core strategies, and basic
building blocks. From there it spans to Industry Architectures and all the way to an
organizations specific architecture.

Architecture Development Method (ADM) :The core of TOGAF. A step-by-step approach

to develop and use an enterprise architecture.

Architecture Domain :The architectural area being considered. There are four
architecture domains within TOGAF: Business, Data, Application, and Technology.

Architecture Framework :A foundational structure, or set of structures, which can be

used for developing a broad range of different architectures. It should contain a method
for designing an information system in terms of a set of building blocks, and for showing
how the building blocks fit together. It should contain a set of tools and provide a
common vocabulary. It should also include a list of recommended standards and
compliant products that can be used to implement the building blocks.

Key Terms

Architecture View : A view is a representation of a system from the perspective of a

related set of concerns. A view is what you see (or what a stakeholder sees). Views are
specific.

Architecture Viewpoint: where you are looking from; the vantage point or perspective.
Viewpoints are generic. A model (or description) of the information contained in a view.

Architecture Vision : A high-level, aspirational view of the Target Architecture. / A

phase in the ADM which delivers understanding and definition of the Architecture
Vision /Level of granularity of work to be done.

Baseline :A specification that has been formally reviewed and agreed upon, that
thereafter serves as the basis for further development or change and that can be
changed only through formal change control procedures or a type of procedure such as
configuration management.

Baseline Architecture :The existing defined system architecture before entering a

cycle of architecture review and redesign.

Key Terms

Business Governance :Concerned with ensuring that the business processes and policies
(and their operation) deliver the business outcomes and adhere to relevant business
regulation.

Capability :An ability that an organization, person, or system possesses. Capabilities are
typically expressed in general and high-level terms and typically require a combination
of organization, people, processes, and technology to achieve; or example, marketing,
customer contact, or outbound telemarketing.

Concerns :The key interests that are crucially important to the stakeholders in a
system, and determine the acceptability of the system. Concerns may pertain to any
aspect of the systems functioning, development, or operation, including considerations
such as performance, reliability, security, distribution, and evolvability. Longer lasting
than problem (eg. state of the economy), not a requirement, which is short term.

Enterprise : The highest level (typically) of description of an organization and typically

covers all missions and functions. An enterprise will often span multiple organizations.

A "pattern" has been defined as: "an idea that has been useful in one practical context
and will probably be useful in others" [Analysis Patterns - Re-usable Object Models].

The ADM

The ADM supports the concept of iteration at three levels:

Cycling around the ADM: The ADM is presented in a circular manner

indicating that the completion of one phase of architecture work directly
feeds into subsequent phases of architecture work.
Iterating between phases: TOGAF describes the concept of iterating across
phases (e.g., returning to Business Architecture on completion of
Technology Architecture).
Cycling around a single phase: TOGAF supports repeated execution of the
activities within a single ADM phase as a technique for elaborating
architectural content.

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ADM

Preliminary

9 Phases

The TOGAF ADM is

framework-agnostic,
and helps IT architects
fill in the
framework they might
already have in use.

4 Domains (B.D.A.T)

A.

H.

Architecture
Vision

Architecture
Change
Management

G.

B.

Business
Architecture

C.

I.S
Architectures

Requirements
Management

Implementation
Governance

F.
Migration
Planning

1.Business

2.Data
3.Application

D.
E.

Opportunities
&
Solutions

Technology
Architecture

4.Technology

Preliminary

The Preliminary Phase describes the preparation and initiation activities

required to prepare to meet the business directive for a new enterprise
architecture, including the definition of an Organization-Specific Architecture
framework and the definition of principles.

12

Objective

Prepare the organization for successful TOGAF architecture projects.

Undertake the preparation and initiation activities required to meet
the business directive for a new enterprise architecture, including the
definition of an Organization-Specific Architecture framework and
tools, and the definition of principles.
The Preliminary Phase is about defining where, what, why, who, and
how we do architecture in the enterprise concerned.

13

Approach
The main aspects are as follows:

Defining the enterprise.

Identifying key drivers and elements in the organizational context.

Defining the requirements for architecture work.

Defining the architecture principles that will inform any architecture work.

Defining the framework to be used

Defining the relationships between management frameworks

Evaluating the enterprise architectures maturity

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Defining the Enterprise

How big is this animal?

The enterprise scope will determine those stakeholders who will derive most benefit
from the new or enhanced enterprise architecture.

It is important to appoint a sponsor at this stage.

The enterprise may include many organizations and the duty of the sponsor is to ensure
that all stakeholders are included in some part of the architecture work.

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Identifying key drivers and elements in

the organizational context
It is necessary to understand the context surrounding the architecture. For example,
considerations include:

The commercial models and budget for the enterprise architecture.

The stakeholders.

The intentions and culture of the organization.

Current processes that support execution of change and operation of IT.

The Baseline Architecture landscape.

The skills and capabilities of the enterprise.

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Defining The Requirements For

Architecture Work
Business imperatives drive the requirements and performance metrics. One or more of the
following requirements need to be articulated so that the sponsor can identify the key
decision-makers and stakeholders and generate a Request for Architecture Work:

Business requirements

Cultural aspirations

Organization intents

Strategic intent

Forecast financial requirements

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Defining The Architecture Principles

Architecture work is informed by business principles as well as architecture principles.

The architecture principles themselves are also normally based in part on business
principles.

Principles are general rules and guidelines, intended to be enduring and seldom
amended, that inform and support the way in which an organization sets about fulfilling
its mission.

Depending on the organization, principles may be established within different domains

and at different levels. Two key domains inform the development and utilization of
architecture:

Enterpriseprinciples provide a basis for decision-making throughout an enterprise, and inform

how the organization sets about fulfilling its mission.

Architectureprinciples are a set of principles that relate to architecture work. They reflect a
level of consensus across the enterprise, and embody the spirit and thinking of existing
enterprise principles.

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Example Principle
Statement:
Enterprise operations are maintained in spite of system interruptions.
Rationale:
As system operations become more pervasive, we become more dependent on them; therefore, we
must consider the reliability of such systems throughout their design and use. Business premises
throughout the enterprise must be provided with the capability to continue their business functions
regardless of external events. Hardware failure, natural disasters, and data corruption should not be
allowed to disrupt or stop enterprise activities. The enterprise business functions must be capable of
operating on alternative information delivery mechanisms.
Implications:

Dependency on shared system applications mandates that the risks of business interruption must be
established in advance and managed.

Management includes but is not limited to periodic reviews, testing for vulnerability and exposure,
or designing mission-critical services to ensure business function continuity through redundant or
alternative capabilities.

Recoverability, redundancy, and maintainability should be addressed at the time of design.

Applications must be assessed for criticality and impact on the enterprise mission, in order to
determine what level of continuity is required and what corresponding recovery plan is necessary.

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Management Frameworks
TOGAF has to co-exist with and enhance the operational capabilities of other management
frameworks that are present within any organization either formally or informally.
The main frameworks suggested to be co-ordinated with TOGAF are:

Business Capability Management(Business Direction and Planning) that determines

what business capabilities are required to deliver business value including the definition
of return on investment and the requisite control/performance measures.

Portfolio/Project Management Methodsthat determine how a company manages its

change initiatives.

Operations Management Methodsthat describe how a company runs its day-to-day

operations, including IT.

Solution Development Methodsthat formalize the way that business systems are
delivered in accordance with the structures developed in the IT architecture.

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Preliminary Phase Steps

The order of the steps should be adapted
to the situation. In particular you should
determine whether it is appropriate to do
the Baseline Business Architecture or
Target Business Architecture
development first

1. Scope the Enterprise Organizations Impacted

2. Confirm Governance and Support Frameworks
3. Define and Establish Enterprise Architecture Team
and Organization
4. Identify and Establish Architecture Principles
5. Tailor TOGAF and, if any, Other Selected
Architecture Framework(s)
6. Implement Architecture Tools

21

Architecture Vision

Describes the initial phase of an Architecture Development Cycle. It includes

information about defining the scope, identifying the stakeholders, creating the
Architecture Vision, and obtaining approvals.

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Objective

Develop a high-level aspirational vision of the capabilities and business

value to be delivered as a result of the proposed enterprise architecture.
Set the scope, constraints, and expectations for a TOGAF project.
Create the Architecture Vision.
Define stakeholders.
Validate the business context and create the Statement of Architecture
Work.
Obtain approvals for Statement of Architecture Work.

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Creating the Architecture Vision

The Architecture Vision provides the sponsor with a key tool to sell the benefits of the
proposed capability to stakeholders and decision-makers within the enterprise.

Architecture Vision describes how the new capability will meet the business goals and
strategic objectives and address the stakeholder concerns when implemented.

The Architecture Vision provides a first-cut, high-level description of the Baseline and
Target Architectures, covering the business, data, application, and technology domains.

Business scenarios are an appropriate and useful technique to discover and document
business requirements, and to articulate an Architecture Vision that responds to those
requirements.

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Business Scenarios
1. Problem

Identifying, documenting, and ranking the problem driving

the scenario.
Identifying the business and technical environment of the
scenario and documenting it in scenario models.

2. Environment
3. Objectives

Identifying and documenting desired objectives (the results of

handling the problems successfully); get "SMART.

Specific
Identifying the human actors (participants)
4. Human Actors Measureable
and their place in the business model

Actionable
Identifying computer actors (computing elements)
5. ComputerActors
Realistic and their place in the technology mode

Time-bound

6. Roles & Responsibilities

7. Refine

Identifying and documenting

roles, responsibilities
Checking for "fitness-for-purpose"
and refining only if necessary

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1. Establish the Architecture Project

Phase A Steps
The order of the steps should be adapted
to the situation. In particular you should
determine whether it is appropriate to do
the Baseline Business Architecture or
Target Business Architecture
development first

2. Identify Stakeholders, Concerns, and Business

Requirements
3. Confirm and Elaborate Business Goals, Business
Drivers, and Constraints
4. Evaluate Business Capabilities
5. Assess Readiness for Business Transformation
6. Define Scope
7. Confirm and Elaborate Architecture Principles,
including Business Principles
8. Develop Architecture Vision
9. Define the Target Architecture Value Propositions
and KPIs
10. Identify the Business Transformation Risks and
Mitigation Activities
11. Develop Statement of Architecture Work; Secure
Approval

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Business Architecture

Describes the development of a Business Architecture to support an agreed

Architecture Vision.

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Objective

Develop the Target Business Architecture that describes how the

enterprise needs to operate to achieve the business goals, and
respond to the strategic drivers set out in the Architecture Vision,
in a way that addresses the Request for Architecture Work and
stakeholder concerns
Identify candidate Architecture Roadmap components based upon
gaps between the Baseline and Target Business Architectures

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Developing the Baseline Description

If an enterprise has existing architecture descriptions, they should be used as the basis
for the Baseline Description.

The normal approach to Target Architecture development is top-down.

In the Baseline Description, however, the analysis of the current state often has to be
done bottom-up, particularly where little or no architecture assets exist.

Whatever the approach, the goal should be to re-use existing material as much as
possible, and to gather and analyze only that information that allows informed
decisions to be made regarding the Target Business Architecture.

It is important to build a complete picture without going

into unnecessary detail.

29

Business Modelling

Business models should be logical extensions of the business scenarios from the
Architecture Vision, so that the architecture can be mapped from the high-level
business requirements down to the more detailed ones.
A variety of modelling tools and techniques may be employed:
Activity Models(also calledBusiness Process Models) : describe the functions
associated with the enterprise's business activities, the data and/or information
exchanged between activities.
Use-Case Models:can describe either business processes or systems functions,
depending on the focus of the modelling effort.
Class Models :describes static information and relationships between information.

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Architecture Repository

As part of Phase B, the architecture team will need to consider what relevant
Business Architecture resources are available from the Architecture Repository.
In Particular:

Generic business models relevant to the organization's industry sector.

These are "Industry Architectures", in terms of the Enterprise Continuum.

Business models relevant to common high-level business domains.

Enterprise-specific building blocks (process components, business rules, job

descriptions, etc.).

31

The Architecture Repository

Supporting the Enterprise Continuum is the concept of an Architecture Repository which

can be used to store different classes of architectural output at different levels of
abstraction, created by the ADM.

The major components within an Architecture Repository are as follows:

The Architecture Metamodel describes the organizationally tailored application of an

architecture framework, including a metamodel for architecture content.

The Architecture Capability defines the parameters, structures, and processes that
support governance of the Architecture Repository.

The Architecture Landscape shows an architectural view of the building blocks that are
in use within the organization today (e.g., a list of the live applications). The landscape
is likely to exist at multiple levels of abstraction to suit different architecture objectives.

The Standards Information Base (SIB) 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 organization.

The Reference Library provides guidelines, templates, 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 Log provides a record of governance activity across the enterprise.

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The Architecture Repository

33

Phase B Steps
The order of the steps should be adapted
to the situation. In particular you should
determine whether it is appropriate to do
the Baseline Business Architecture or
Target Business Architecture
development first

1. Select reference models, viewpoints, and tools

2. Develop Baseline Business Architecture Description
3. Develop Target Business Architecture Description
4. Perform gap analysis
5. Define roadmap components
6. Resolve impacts across the Architecture Landscape
7. Conduct formal stakeholder review
8. Finalize the Business Architecture
9. Create Architecture Definition Document

34

Information Systems
Architectures

Describes the development of Information Systems Architectures for an

architecture project, including the development of Data and Application
Architectures.

35

Objective

Develop the Target Information Systems (Data and Application) Architecture, describing
how the enterprise's Information Systems Architecture will enable the Business
Architecture and the Architecture Vision, in a way that addresses the Request for
Architecture Work and stakeholder concerns.

Identify candidate Architecture Roadmap components based upon gaps between the
Baseline and Target Information Systems (Data and Application) Architectures.

36

Data Architecture part of Phase C

(Objectives)

Develop the Target Data Architecture that enables the Business Architecture and the
Architecture Vision, while addressing the Request for Architecture Work and stakeholder
concerns

Identify candidate Architecture Roadmap components based upon gaps between the
Baseline and Target Data Architectures

37

Key Considerations for Data Architecture

Data Management
Considerations include:

A clear definition of which application components in the landscape will serve as the
system of record or reference for enterprise master data.

Will there be an enterprise-wide standard that all application components, including

software packages, need to adopt?

Clearly understand how data entities are utilized by business functions, processes, and
services.

Clearly understand how and where enterprise data entities are created, stored,
transported, and reported.

What is the level and complexity of data transformations required to support the
information exchange needs between applications?

What will be the requirement for software in supporting data integration with the
enterprise's customers and suppliers?

38

Key Considerations for Data Architecture

Data Migration
Considerations include:

When an existing application is replaced, there will be a critical need to migrate data
(master, transactional, and reference) to the new application.

he Data Architecture should identify data migration requirements and also provide
indicators as to the level of transformation, weeding, and cleansing that will be
required to present data in a format that meets the requirements and constraints of the
target application.

The objective being that the target application has quality data when it is populated.

Ensure that an enterprise-wide common data definition is established to support the

transformation.

39

Key Considerations for Data Architecture

Data Governance
Data governance considerations ensure that the enterprise has the necessary dimensions
in place to enable the transformation, as follows:

Structure: This dimension pertains to whether the enterprise has the necessary
organizational structure and the standards bodies to manage data entity aspects of the
transformation.

Management System: Here enterprises should have the necessary management system
and data-related programs to manage the governance aspects of data entities
throughout its lifecycle.

People: This dimension addresses what data-related skills and roles the enterprise
requires for the transformation. If the enterprise lacks such resources and skills, the
enterprise should consider either acquiring those critical skills or training existing
internal resources to meet the requirements through a well-defined learning program.

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Phase C Data Architecture Steps

The order of the steps should be adapted
to the situation.

1. Select reference models, viewpoints, and tools

2. Develop Baseline Data Architecture Description
3. Develop Target Data Architecture Description
4. Perform gap analysis
5. Define roadmap components
6. Resolve impacts across the Architecture Landscape
7. Conduct formal stakeholder review
8. Finalize the Data Architecture
9. Create Architecture Definition Document

41

Applications Architecture part of Phase C

(Objectives)

Develop the Target Application Architecture that enables the Business Architecture and
the Architecture Vision, while addressing the Request for Architecture Work and
stakeholder concerns

Identify candidate Architecture Roadmap components based upon gaps between the
Baseline and Target Application Architectures

42

Phase C Applications Architecture Steps

The order of the steps should be adapted
to the situation.

1. Select reference models, viewpoints, and tools

2. Develop Baseline Application Architecture
Description
3. Develop Target Application Architecture Description
4. Perform gap analysis
5. Define roadmap components
6. Resolve impacts across the Architecture Landscape
7. Conduct formal stakeholder review
8. Finalize the Applications Architecture
9. Create Architecture Definition Document

43

Technology Architecture

Describes the development of the Technology Architecture for an architecture

project.

44

Objectives

Develop the Target Technology Architecture that enables the logical and physical
application and data components and the Architecture Vision, addressing the Request
for Architecture Work and stakeholder concerns.

Identify candidate Architecture Roadmap components based upon gaps between the
Baseline and Target Technology Architectures

45

The Architecture Repository

Existing IT services as
documented in the IT repository
or IT service catalog
TOGAF Technical Reference
Model (TRM)
Generic technology models
relevant to the organization's
industry "vertical" sector

46

Phase D Steps
The order of the steps should be adapted
to the situation.

1. Select reference models, viewpoints, and tools

2. Develop Baseline Technology Architecture
Description
3. Develop Target Technology Architecture Description
4. Perform gap analysis
5. Define roadmap components
6. Resolve impacts across the Architecture Landscape
7. Conduct formal stakeholder review
8. Finalize the Technology Architecture
9. Create Architecture Definition Document

47

Opportunities & Solutions

Opportunities and Solutions conducts initial implementation planning and the

identification of delivery vehicles for the architecture defined in the previous
phases.

48

Objective
Generate the initial complete version of the Architecture Roadmap,
based upon the gap analysis and candidate Architecture Roadmap
Stakeholders
Capability-Based
components
from PhasesPlanning
B, C, andand
D the ADM
Specific
targeted
for completion
will berequired
focus
Phase
E capabilities
is a collaborative
effort
with approach
stakeholders
Determine
whether
an incremental
istherequired,
and if so
of
the
Architecture
Definition
(Phases
B,
C,
and
D)
and,
based
from
both the Architectures
business and IT sides.
identifyupon
Transition
that
will
deliver
continuous
business
the
identified
Phase
E, projects
willthose
be
It should include work
both packages
those that
implement
and
value. conceived.
that operate the infrastructure.
The
capability
will
be
the drivers
for
the
Transitionchange.
To confirm
It should
alsoincrements
include those
responsible
strategic
the enterprises
capability
for for
undergoing
Architectures
(Phase E)for
thatcreating
will structure
the project
planning, especially
the Transition
To generate
and gain consensus on an outline Implementation and
increments.
Architectures.
TheStrategy.
Migration
actual delivery will be coordinated through the

Implementation and Migration Plans (Phase F).

49

Phase E Steps
The order of the steps should be adapted
to the situation.

1. Determine/Confirm Key Corporate Change

Attributes
2. Determine Business Constraints for Implementation
3. Review and Consolidate Gap Analysis Results from
Phases B to D
4. Review Consolidated Requirements Across Related
Business Functions
5. Consolidate and Reconcile Interoperability
Requirements
6. Refine and Validate Dependencies
7. Confirm Readiness and Risk for Business
Transformation
8. Formulate Implementation and Migration Strategy
9. Identify and Group Major Work Packages
10. Identify Transition Architectures
11. Create the Architecture Roadmap &
Implementation and Migration Plan

50

Migration Planning

Addresses the formulation of a set of detailed sequence of Transition

Architectures with a supporting Implementation and Migration Plan.

51

Objective

Analyze cost benefits and risk.

Develop detailed Implementation and Migration Plan.
The focus of Phase F is the creation of an Implementation
Finalize
the Architecture
Roadmap
andportfolio
the supporting
and Migration
Plan in co-operation
with the
and
Implementation
and Migration Plan.
project managers.
Phase E provides an incomplete Architecture Roadmap and
Ensure
that the Implementation and Migration Plan is
Implementation and Migration Plan that address the
coordinated
the enterprise's
to managing and
Request forwith
Architecture
Work. In Phaseapproach
F this Roadmap
and the Implementation
Migration
Plan are integrated
implementing
change inand
the
enterprise's
overall change portfolio.
with the enterprise's other change activity.
Ensure
the business
cost of work packages and
Thethat
Architecture
Roadmap,value
Versionand
0.1 and
Implementation
and Migration
Plan, Version 0.1
Transition
Architectures
is understood
by from
key stakeholders.
Phase E will form the basis of the final Implementation
and Migration Plan that will include portfolio and projectlevel detail.

52

Phase F Steps
The order of the steps should be adapted
to the situation.

1. Confirm Management Framework Interactions for

the Implementation and Migration Plan
2. Assign a Business Value to Each Work Package
3. Estimate Resource Requirements, Project Timings,
and Availability/Delivery Vehicle
4. Prioritize the Migration Projects through the
Conduct of a Cost/Benefit Assessment and Risk
Validation
5. Confirm Architecture Roadmap and Update
Architecture Definition Document
6. Generate the Implementation and Migration Plan
7. Complete the Architecture Development Cycle and
Document Lessons Learned

53

Implementation Governance

Provides an architectural oversight of the implementation.

54

Objective

Provide architectural oversight for the implementation.

Prepare and issue Architecture Contracts (Implementation
Governance Board).
Ensure that the implementation project conforms to the
architecture.

55

 Note that, in parallel with Phase G, there is the execution

of an organizational-specific development process, where
the actual development happens.
To enable early realization of business value and benefits,
and to minimize the risk in the transformation and
migration program, the favoured approach is to deploy the
Target Architecture as a series of transitions.
Each transition represents an incremental step towards
the target, and each delivers business benefit in its own
right

56

Approach
The overall approach in Phase G is to:

Establish an implementation program that will enable the delivery of the Transition
Architectures agreed for implementation during the Migration Planning phase.

Adopt a phased deployment schedule that reflects the business priorities embodied in
the Architecture Roadmap.

Follow the organization's standard for corporate, IT, and architecture governance.

Use the organization's established portfolio/program management approach, where this

exists.

Define an operations framework to ensure the effective long life of the deployed
solution.

57

Approach
Phase G establishes the connection between architecture and implementation organization,
through the Architecture Contract.
Project details are developed, including:

Name, description, and objectives

Scope, deliverables, and constraints

Measures of effectiveness

Acceptance criteria

Risks and issues

Implementation governance is closely allied to overall architecture governance.

58

Architecture Governance
the practice and orientation by which enterprise architectures and other
architectures are managed and controlled at an enterprise-wide level..

Domains of Governance within the Enterprise

Corporate governance

Technology governance

IT governance

Architecture governance

Each of these domains of governance may exist

at multiple geographic levels - global, regional,
and local - within the overall enterprise.

Corporate governance is a broad topic, beyond the scope of an enterprise architecture

framework such as TOGAF.

59

Architecture Governance : Characteristics

Architecture governance is the practice and orientation by which enterprise architectures
and other architectures are managed and controlled at an enterprise-wide level. It
includes the following:

Implementing a system of controls over the creation and monitoring of all architectural
components and activities, to ensure the effective introduction, implementation, and
evolution of architectures within the organization.

Implementing a system to ensure compliance with internal and external standards and
regulatory obligations.

Establishing processes that support effective management of the above processes within
agreed parameters.

Developing practices that ensure accountability to a clearly identified stakeholder

community, both inside and outside the organization.
Architecture governance needs to be supported by an Architecture Governance
Framework which assists in identifying effective processes so that the business
responsibilities associated with architecture governance can be elucidated,
communicated, and managed effectively.

60

Architecture Governance Framework

a conceptual and organizational framework for architecture governance.
Conceptual Structure

61

Architecture Governance Framework

Organizational Structure

62

Phase G Steps
The order of the steps should be adapted
to the situation.

1. Confirm Scope and Priorities for Deployment with

Development Management
2. Identify Deployment Resources and Skills
3. Guide Development of Solutions Deployment
4. Perform Enterprise Architecture Compliance Reviews
5. Implement Business and IT Operations
6. Perform Post-Implementation Review and Close the
Implementation

63

Architecture Change
Management

Establishes procedures for managing change to the new architecture.

64

Objective

Provide continual monitoring and a change management process

to ensure that the architecture responds to the needs of the
enterprise and maximizes the value of the architecture to the
business.

65

 The
In Phase
goal Hofitan
is architecture
critical that the
change
governance
management
body process
establishis
to ensure
criteria
tothat
judge
the
whether
architecture
a Change
achieves
Request
its original
warrantstarget
just
business
an
architecture
value. This
update
includes
or whether
managing
it warrants
changesstarting
to the a
architecture
new
cycle of in
thea Architecture
cohesive andDevelopment
architected way.
Method (ADM).
It
This
is especially
process will
important
typicallyto
provide
avoid "creeping
for the continual
elegance",
monitoring
and
the governance
of such things
body must
as governance
continue to
requests,
look fornew
developments
changes
that relate
in technology,
directly to
and
business
changes
value.
in the business
environment.
When changes are identified, change management will
determine whether to formally initiate a new architecture
evolution cycle.

66

Drivers for Change

There are three ways to change the existing infrastructure that have to be
integrated:

Strategic, top-down directed change to enhance or create new capability (capital)

Bottom-up changes to correct or enhance capability (operations and maintenance) for

infrastructure under operations management

Experiences with the previously delivered project increments in the care of operations
management, but still being delivered by ongoing projects

67

Enterprise Architecture Change

Management Process
Architectural changes can be classified into one of three categories:

Simplification change: A simplification change can normally be handled via

change management techniques.

Incremental change: An incremental change may be capable of being handled

via change management techniques, or it may require partial re-architecting,
depending on the nature of the change .
Re-architecting change: A re-architecting change requires putting the whole
architecture through the architecture development cycle again.

68

A good rule-of-thumb is:

If the change impacts two stakeholders or more, then it is
likely to require an architecture redesign and re-entry to
the ADM.
If the change impacts only one stakeholder, then it is more
likely to be a candidate for change management.
If the change can be allowed under a dispensation, then it
is more likely to be a candidate for change management.

69

Phase H Steps
The order of the steps should be adapted
to the situation.

1. Establish Value Realization Process

2. Deploy Monitoring Tools
3. Manage Risks
4. Provide Analysis for Architecture Change
Management
5. Develop Change Requirements to Meet Performance
Targets
6. Manage Governance Process
6. Activate the Process to Implement Change

70

Requirements Management

Examines the process of managing architecture requirements throughout the

ADM.

71

Objective

Ensure that the architecture lifecycle is maintained.

Ensure that the Architecture Governance Framework is executed.
Ensure that the enterprise Architecture Capability meets current
requirements.
Ensure that the Requirements Management process is sustained
and operates for all relevant ADM phases

72

Architecture Content Framework

provides a detailed model of architectural work products, including deliverables, artefacts
within deliverables, and the Architecture Building Blocks (ABBs) that deliverables represent.

It helps to improve the consistency of the TOGAF outputs by presenting outputs in a

consistent and structured way, and also helps to reference and classify them.

It provides a comprehensive checklist of architecture outputs, it promotes better

integration of work products, and provides a detailed open standard for how
architectures should be described.

A structured store house for the products of the ADM cycle.

73

Content Framework

The Architecture Content Framework uses the following three categories to describe
the type of architectural work product within the context of use:

A deliverable is a work
product that is contractually
specified and in turn formally
reviewed, agreed, and signed
off by the stakeholders.
Deliverables represent the
output of projects and those
deliverables that are in
documentation form will
typically be archived at
completion of a project, or
transitioned into an
Architecture Repository as a
reference model, standard,
or snapshot of the
Architecture Landscape at a
point in time.

An artifact is a more granular

architectural work product that
describes an architecture from a
specific viewpoint. Examples
include a network diagram, a
server specification, a use-case
specification, a list of
architectural requirements, and
a business interaction matrix.
Artifacts are generally classified
as catalogs (lists of things),
matrices (showing relationships
between things), and diagrams
(pictures of things). An
architectural deliverable may
contain many artifacts and
artifacts will form the content of
the Architecture Repository.

A building block represents a

(potentially re-usable) component
of business, IT, or architectural
capability that can be combined
with other building blocks to
deliver architectures and
solutions. Building blocks can be
defined at various levels of detail
and can relate to both
architectures and solutions, with
Architecture Building Blocks
(ABBs)
typically describing the required
capability in order to shape the
Solution Building Blocks (SBBs)
which would represent the
components to be used to
implement the required capability.

74

The relationships between deliverables,

artefacts, and building blocks

Architecture Building Blocks (ABBs) typically describe required capability and shape the
specification of Solution Building Blocks (SBBs). For example, a customer services
capability may be required within an enterprise, supported by many SBBs, such as
processes, data, and application software.

Solution Building Blocks (SBBs) represent components that will be used to implement
the required capability. For example, a network is a building block that can be
described through complementary artefact's and then put to use to realize solutions for
the enterprise.

75

Content Metamodel

Provides a definition of all the types of building blocks that may exist within an
architecture, showing how these building blocks can be described and related to one
another.

76

Metamodel entities and Their Relationships

77

Building Blocks
Building blocks have generic characteristics as follows:

A building block is a package of functionality defined to meet the business needs across
an organization.

A building block has a type that corresponds to the TOGAF content metamodel (such as
actor, business service, application, or data entity)

A building block has a defined boundary and is generally recognizable as "a thing" by
domain experts.

A building block may interoperate with other, inter-dependent, building blocks.

A good building block has the following characteristics:

It considers implementation and usage, and evolves to exploit technology and standards.

It may be assembled from other building blocks.

It may be a subassembly of other building blocks.

Ideally a building block is re-usable and replaceable, and well specified.

78

The Enterprise Continuum

The Enterprise Continuum is a view of the Architecture Repository that provides

methods for classifying architecture and solution artefacts as they evolve from
generic Foundation Architectures to Organization-Specific Architectures.

The Enterprise Continuum comprises two complementary concepts:

Architecture Continuum- offers a consistent way to define and understand the generic rules,

representations, and relationships in an architecture, including traceability and derivation

relationships (e.g., to show that an Organization-Specific Architecture is based on an industry or
generic standard). Represents a structuring of Architecture Building Blocks (ABBs)

Solutions Continuum -The Solutions Continuum provides a consistent way to describe and understand
the implementation of the assets defined in the Architecture Continuum. The Solutions Continuum
defines what is available in the organizational environment as re-usable Solution Building Blocks
(SBBs).

The Enterprise Continuum provides a view of the Architecture Repository that shows
the evolution of these related architectures from generic to specific, from abstract
to concrete, and from logical to physical.

Consists of all the architecture assets; that is, models (eg. TRM), patterns,
architecture descriptions, and other artifacts produced during application of the
ADM.

79

The Enterprise Continuum

80

The Architecture Continuum

A Foundation Architecture is an
architecture of building blocks
Organization-Specific
Common Systems Architectures guide
and corresponding
standards
Architectures
Industry Architectures
guide
the are the most
the selection and integration of
that
supports
all the Common
relevant
to
the IT customer
integration of common
systems
specific services from the Foundation
Systemssince
Architectures
and,
community,
they describe
components with industryArchitecture to create an architecture
therefore,
the deployment
complete useful for building common solutions
andand
guide
the final
specific components,
guide
enterprise or
operating
of user-written
third-party across a wide number of relevant
the creation of industry
environment.Eg
the Technical
components
that constitute
solutions for specific
customer
domains. Eg Integrated Information
Reference
Model(TRM)
solutions
for particular
problems within a effective
particular
Infrastructure Reference Model (III-RM)
enterprises.
industry.

Foundation Arch.

Common Systems Arch.

Industry Arch.

Organization Arch.

81

The Solutions Continuum

Common Systems Solutions represent
An Organization-Specific
Foundation
Solutions are
collections
Solution
is an implementation
ofhighly of common requirements
An Industry Solution
angeneric concepts,
tools,
products,
and
capabilities, rather than those specific to
theis OrganizationSpecific
implementation ofArchitecture
an Industry
services,
and
solutionthe
components
a particular customer or industry. Common
that
provides
Architecture, which
provides
re- thefunctions.
thatbusiness
are
fundamental
providers
Systems
Solutions provide organizations with
required
usable packages ofThey
common
of capabilities.
Eg programming
operating environments specific to operational
contain
the highest
amount
components and services
specific
tooperating
languages,
systems,
and informational needs, such as high
of unique
content
in order to
an industry. Fundamental
components
foundational
structuresavailability
for
transaction processing and scalable
accommodate
the varying
are provided by Common
Systems
IT operations
(such
as
data
warehousing
systems. Examples of
peopleorganizing
and processes
of specific
Solutions and/or Foundation
ITIL)
Common Systems Solutions include: an
organizations.
Solutions, and are augmented with
enterprise management system product and a
industry-specific components.
security system product.
Foundation Arch.

Common Systems Arch.

Industry Arch.

Organization Arch.

82

Architecture Capability Framework

Architecture Capability Framework Contents:

Chapter

Description

Establishing an Architecture
Capability

Guidelines for establishing an Architecture

Capability within an organization.

Architecture Board

Guidelines for establishing and operating an

enterprise Architecture Board.

Architecture Compliance

Guidelines for ensuring project compliance to

architecture.

Architecture Contracts

Guidelines for defining and using Architecture

Contracts.

Architecture Governance

Framework and guidelines for Architecture

Governance.

Architecture Maturity Models

Techniques for evaluating and quantifying

an organizations maturity in enterprise
architecture.

Architecture Skills Framework

A set of role, skill, and experience norms for

staff undertaking enterprise architecture work.

83

Architecture Capability Framework

84

TOGAF Document Categorization Model

85

Version Management
Phase

A: Architecture
Vision

Deliverable

Architecture
Vision

Content

Version

Business
Architecture

0.1

Data
Architecture

0.1

Application
Architecture

0.1

Technology
Architecture

0.1

B: Business
Architecture

Architecture
Definition
Document

Business
Architecture

1.0

C: Information
Systems
Architecture

Architecture
Definition
Document

Data
Architecture

1.0

Application
Architecture

1.0

D: Technology
Architecture

Architecture
Definition
Document

Technology
Architecture

1.0

Description

Version 0.1 indicates that

a high-level outline of the
architecture is in place.

Version 1.0 indicates

a formally reviewed,
detailed architecture.

86

Stakeholder Management
helps them ensure that their projects succeed where others fail by managing Stakeholders.
Classify Stakeholder Positions

Determine Stakeholder Management Approach

C
Keep Satisfied

D
Key Players

Low

A
Minimal Effort

B
Keep Informed

Low

High

Power

High

Level Of Interest

87

Gap Analysis
It is used to validate an architecture that is being developed.

Draw up a matrix with all the Architecture Building Blocks (ABBs) of the Baseline
Architecture on the vertical axis, and all the ABBs of the Target Architecture on the
horizontal axis.

Add to the Baseline Architecture axis a final row labeled "New", and to the Target
Architecture axis a final column labeled "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. If it was correctly eliminated, mark it as such in the appropriate
"Eliminated" cell. If it was not, an accidental omission in the Target Architecture has
been uncovered that must be addressed by reinstating the ABB in the next iteration of
the architecture design - mark it as such in the appropriate "Eliminated" cell.

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.

88

Gap Analysis Example :

89

Migration Planning Technique

Business Value Assessment Technique

90

Iteration Cycles

91

Views & View Points

Views

Key:

View Points
Data
Data
(What)
(What)

Function
Function
(How)
(How)

Network
Network
(Where)
(Where)

People
People
(Who)
(Who)

Time
Time
(When)
(When)

Motivation
Motivation
(Why)
(Why)

Business Architecture
Planer
Planer View
View

List
List of
of
important
important
things
things to
to
enterprise
enterprise

List
List of
of
processes
processes
the
enterprise
the enterprise
performed
performed

List
List of
of locations
locations
where
where the
the
enterprise
enterprise
operates
operates

List
List of
of
organization
organization
units
units

Lit
Lit of
of business
business
events/cycles
events/cycles

List
List of
of business
business
objectives
objectives

Owners
Owners View
View

Entity
Entity
Relationship
Relationship
diagram
diagram

Business
Business Process
Process
Model
Model

Logistics
Logistics
Network
Network

Organizational
Organizational
Chart
Chart

Business
Business Master
Master
Schedule
Schedule

Business
Business Rules
Rules

Dependency
Dependency
diagram, entity
diagram,
entity
life history
history
life

Business
Business Rule
Rule
model
model

Information Architecture
Designers
Designers
View
View

Data
Data model
model

Essential
Essential data
data
flow,
flow,
application
application
architecture
architecture

Distributed
Distributed
system
system
architecture
architecture

Human
Human
interface
interface
architecture
architecture

Information & comm. Technology Architecture

Builders
Builders View
View

Data
Data
Architecture
Architecture

System
System design:
design:
structure chart,
structure
chart,
pseudo code
code
pseudo

Systems
Systems
Architecture
Architecture

User
User interface
interface
design
design

Control
Control flow
flow
diagram
diagram

Business
Business Rule
Rule
design
design

Detailed
Detailed View
View

Data
Data design,
design,
physical
physical storage
storage

Detailed
Detailed
program
program design
design

Network
Network
Architecture
Architecture

Screens
Screens

Timing
Timing of
of
definitions
definitions

Rule
Rule
specification
specification in
in
program
program logic
logic

Operational
Operational
View
View

Converted
Converted Data
Data

Executable
Executable
programs
programs

Communications
Communications
facilities
facilities

Trained
Trained people
people

Business
Business events
events

Enforced
Enforced rule
rule

Zachman Framework

Architecture View : A view is a representation

of a system from the perspective of a related
set of concerns. A view is what you see (or
what a stakeholder sees). Views are specific.

Architecture Viewpoint: where you are

looking from; the vantage point or
perspective. Viewpoints are generic. A model
(or description) of the information contained
in a view.

92

Capability-Based Planning
focuses on the planning, engineering, and delivery of strategic business capabilities to
the enterprise.

It is business-driven and business-led and combines the requisite efforts of all

lines of business to achieve the desired capability.

Capability-based planning accommodates most, if not all, of the corporate

business models.

Many capabilities are "horizontal" and go against the grain of normal vertical
corporate governance.

Three Capability Dimensions:

1.

People: Training

2.

Process: Business Processes/Information Management

3.

Material: Infrastructure/Technology/Equipment

93

Capability-Based Planning

Many capabilities are

"horizontal" and go against
the grain of normal vertical
corporate governance.

94

Architecture Landscape

Shows how the AM (Architectural Model) has changed over time.

Strategic Architectureprovides an organizing framework for operational and change

activity and allows for direction setting at an executive level.

Segment Architectureprovides an organizing 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 Architectureprovides an organizing framework for change activity and the

development of effective architecture roadmaps realizing capability increments.

2000

2005

2010

2015
Strategic Architecture

AM 1

AM2

AM3

AM4

Segment Architecture
Capability Architecture

Architecture Landscape

95

Architecture Landscape
Levels provide a framework for dividing the Architecture Landscape into three levels
of granularity:

96

Foundation Architecture: Technical

Reference Model (TRM)

The Foundation Architecture is embodied within the Technical Reference Model (TRM),
which provides a model and taxonomy of generic platform services.

The TRM is universally applicable and, therefore, can be used to build any system
architecture.

Any TRM has two main components: (same as III-RM)

1.

Ataxonomy, which defines terminology, and provides a coherent description of the

components and conceptual structure of an information system.

2.

An associatedTRM graphic, which provides a visual representation of the taxonomy, as

an aid to understanding.

97

Foundation Architecture: Technical

Reference Model (TRM)
TRM graphic

98

Integrated Information Infrastructure

Reference Model (III-RM)
The ability of information to permeate boundaries such as departments and organisations.

The III-RM is a subset of the TOGAF TRM in terms of its overall scope, but it also expands
certain parts of the TRM - in particular, the business applications and infrastructure
applications parts - in order to provide help in addressing one of the key challenges
facing the enterprise architect today: the need to design an integrated information
infrastructure to enable Boundaryless Information Flow.

The model assumes the underlying existence of a computing and network platform, as
described in the TRM.
This is a Common
Systems Architecture.

99

Integrated Information Infrastructure

Reference Model (III-RM)
Detailed III-RM Graphic

100

The End
Contact: Samuel Mandebvu
+27 72 924 4238
[email protected]

101