An Overview of
TOGAF
Jason Uppal's presentation is available here.
The Open Group has been active within the architecture domain for the
last 15 years, developing and making freely available The Open Group Architecture Framework
(TOGAF). With the increasing realization within
the industry of the importance of enterprise architecture, TOGAF today is accepted and used around the world
as
the industry standard framework and method for enterprise architecture.
TOGAF is an open,
industry standard framework and methodology for the design, evaluation,
and implementation of enterprise architectures. It can be used at all
levels of the enterprise from strategic to operational.
TOGAF is modular, allowing it to be used in part or complete in
conjunction with other enterprise architecture methodologies (e.g., DODAF,
FEA, Zachman) and with all types of business operating models.
This pre-conference tutorial provided an
executive overview of TOGAF 9, the latest release of TOGAF, describing its key features and the
benefits of using it within an organization. TOGAF 9 is
an evolution of TOGAF 8.1.1 that preserves the core TOGAF ADM, and thereby preserves existing investments in TOGAF
– investments in the knowledge and skills of people, and in tools.
TOGAF has been and continues to be evolved within The Open Group
Architecture Forum. Its development has been guided by and based on the
knowledge and experience of Open Group members who are practicing architects working for a wide range of enterprises throughout the world.
Advanced Concepts in Applying TOGAF
9: Strategic Planning, Investment Governance, and Enterprise
Architecture – Case Study and Workshop
Jason Uppal's presentation is available here.
Building on the preceding introduction, this
tutorial focused on advanced applications of TOGAF, and gave a number of
case studies as examples.
The tutorial addressed the question: How can a
TOGAF-based enterprise architecture practice help improve enterprise
planning and investment governance, and integrate itself into the
enterprise value delivery lifecycle?
The main focus was on creating a continuous
planning practice, in which the enterprise architect can make a
difference by delivering the following results:
- Total cost to plan and manage business/IT
investment plan
- Time to plan (elapsed time to update and
communicate the plan)
- Plan accuracy – scope, timeline, and cost of
project (planned versus actual)
- Business goals – performance of new/refreshed
capability (planned and actual)
- Stakeholder satisfaction – are you meeting
their needs?
The case studies were based on two real-life
projects – one from a large investment firm and the second from a
healthcare insurance firm.
The final part of this session was an Enterprise Planning and Enterprise
Architecture Workshop, in which the scenario was: Assume a fictitious
organization that has well-defined enterprise planning, investment
governance, and enterprise architecture practice. The planning group
receives more than 100 project requests during the annual planning cycle
and requests continue to trickle in throughout the year. How can the
enterprise planning group exploit both enterprise architecture and
investment governance capabilities to manage the planning process and
meet the needs of all the stakeholders?
After the workshop, the presenter committed to
compile all
the workshop input materials and make them available to attendees.
