TOGAF 10 Request for Architecture Work

This is a document that is sent from the sponsoring organization to the architecture organization to trigger the start of an architecture development cycle. Requests for Architecture Work can be created as an output of the Preliminary Phase, a result of approved architecture Change Requests, or terms of reference for architecture work originating from migration planning.

Requests for Architecture Work typically include:

  • Organization sponsors
  • Organization’s mission statement
  • Business goals (and changes)
  • Strategic plans of the business
  • Time limits
  • Changes in the business environment
  • Organizational constraints
  • Budget information, financial constraints
  • External constraints, business constraints
  • Current business system description
  • Current architecture/IT system description
  • Description of developing organization
  • Description of resources available to developing organization
TOGAF ADM Phase A: Architecture Vision Objectives

Develop a high-level aspirational vision of the capabilities and business value to be delivered by the architecture.

Obtain approval for a Statement of Architecture Work (SoW) that defines a program of works to develop and deploy the architecture outlined in the Architecture Vision.

Secure the endorsement and support of key stakeholders for the proposed architecture project.

Create a clear and inspiring picture of what we want our organization to achieve and how our new systems (architecture) will help us get there.

High-Level: This means we are looking at the big picture, not getting bogged down in all the tiny details. It’s like planning a vacation by first deciding you want to go to the beach rather than deciding which specific hotel to stay at.

Aspirational Vision: Think of this as our dream or goal. It’s what we hope to accomplish. For example, “We want to be the best in customer service” or “We want to make our products available to customers faster than ever before.”

Capabilities: These are the new skills or functionalities we need. For example, “We need a new CRM system to better manage customer relationships” or “We need an online store that’s easy for customers to use.”

Business Value: This is about the benefits or improvements the new system will bring to our business. For example, “Increasing sales by reaching more customers online” or “Improving customer satisfaction by resolving issues faster.”

Putting it All Together

When we say “Develop a high-level aspirational vision of the capabilities and business value to be delivered by the architecture,” we mean:

  1. High-Level Plan: We’re outlining a broad plan without going into all the details.
  2. Aspirational Vision: We’re setting a clear and inspiring goal of what we want to achieve.
  3. Capabilities: We’re identifying the new tools, systems, or processes we need.
  4. Business Value: We’re explaining how these new tools or systems will benefit our business.

Imagine you own a retail business and you want to improve how you serve your customers. Here’s how you might develop a high-level aspirational vision:

  1. High-Level Plan: “We want to create a seamless online shopping experience.”
  2. Aspirational Vision: “Our goal is to become the favorite online store for our customers by offering fast, easy, and enjoyable shopping.”
  3. Capabilities: “We need an easy-to-use website, a reliable inventory management system, and excellent customer support.”
  4. Business Value: “This will help us increase sales, keep customers happy, and encourage them to shop with us again.”

By creating this vision, you set a clear direction for what you want to achieve and how your new systems will help you get there. It guides all your future decisions and ensures everyone understands the goals and the benefits to the business.

Get official permission to start a detailed plan that describes the steps and tasks needed to create and implement the new systems we envisioned.

  1. Obtain Approval: This means we need to get the go-ahead from the decision-makers or leaders in the organization. It’s like asking your boss if you can proceed with a project.
  2. Statement of Architecture Work (SoW): This is a document that outlines what we’re going to do, how we’re going to do it, and who will be involved. It’s like a detailed plan or contract for the architecture project.
  3. Defines a Program of Works: This means the SoW will specify all the tasks and activities that need to be done. Think of it as a checklist of everything that needs to happen to build the new system.
  4. Develop and Deploy the Architecture: “Develop” means to create or build, and “deploy” means to put it into action or use. So, this part is about both making the new system and starting to use it.
  5. Outlined in the Architecture Vision: This refers to the high-level goals and plans we set out earlier (in the Architecture Vision). The SoW will detail how to achieve those goals.
Putting it All Together

When we say “Obtain approval for a Statement of Architecture Work (SoW) that defines a program of works to develop and deploy the architecture outlined in the Architecture Vision,” we mean:

  1. Get Permission: Ask the organization’s leaders to officially approve our detailed plan.
  2. Statement of Architecture Work (SoW): Create a document that explains what we’re going to do, how, and by whom.
  3. Program of Works: List all the steps and tasks needed to build and implement the new system.
  4. Develop and Deploy: Plan for both creating the new system and putting it into use.
  5. Architecture Vision: Make sure our detailed plan follows the big-picture goals we set earlier.

Imagine you want to build a new website for your online store. Here’s how this process might look:

  1. Get Permission: You need your manager or stakeholders to agree to your plan to build a new website.
  2. SoW Document: Write a document that outlines:
    • What the new website will include (features, design, etc.).
    • How you will build it (steps, technologies, timeline).
    • Who will be involved (web developers, designers, etc.).
  3. Program of Works: Detail all the tasks, such as:
    • Design the homepage.
    • Develop the shopping cart feature.
    • Test the website.
    • Launch the website.
  4. Develop and Deploy: Plan for both creating the website (development) and making it live for customers to use (deployment).
  5. Follow the Vision: Ensure the new website aligns with the initial goals of improving user experience and increasing sales.

By following this process, you ensure that your project is well-planned, approved by the right people, and aligned with the overall goals of the organization.


Architecture reference materials

Non-Architectural inputs

Architectural inputs

  • Organizational Model for Enterprise Architecture
  • Tailored Architecture Framework
  • Populated Architecture Repo


Establish architecture project

Identify stakeholders, concerns, and business requirements

confirm business goals, drivers and constraints

evaluate capabilities

assess readiness for transformation

define (architecture) scope

Confirm architecture principles (of the preliminaury phase), including business principles

Develop architectuer vision

Define target architecture value and KPI

Identify transformation risks and mitigation activities

Develop Statement of Architecture Work, secure approval


Approved Statement of Architecture Work

Refined statements of business principles, goals and drivers

Architecture principles

Capability assestment

Tailored architecture framework

Architecture vision

Draft architecture definition document

Communications plan

Additional content in the Architecture Repo


Matrices: Stakeholder map matrix

Diagrams: Business model diagram, Business capability map, Value stream map, Value chain diagram, Solution concept diagram

TOGAF Preliminary Phase

The Preliminary Phase is essentially the foundation-setting stage of the ADM. It prepares the organization for the development and management of its enterprise architecture. This phase is crucial because it ensures that the architecture effort is aligned with the business context and strategic direction of the organization.

This Preliminary Phase is about defining “where, what, why, who, and how we do architecture” in the enterprise concerned.

Objectives of the Preliminary Phase

  1. Establish the Architecture Framework:
    • Tailor the architecture framework to the organization’s specific needs.
    • Define the scope of the enterprise architecture effort in terms of organizational breadth and depth.
  2. Obtain Commitment:
    • Secure agreement and commitment from senior management and stakeholders.
    • Communicate the importance and benefits of enterprise architecture to gain support.
  3. Establish the Architecture Capability:
    • Develop the architecture governance framework, including roles, responsibilities, and processes.
    • Define the organizational structure needed to support the architecture function.
  4. Define Architecture Principles:
    • Establish a set of guiding principles to ensure the architecture aligns with business goals and objectives.
    • These principles will govern the architecture work and ensure consistency across the organization.

Key Activities in the Preliminary Phase

Understanding the Organizational Context

  • Assess the Current State:
    • Evaluate the organization’s structure, culture, and existing processes.
    • Identify strategic drivers and key stakeholders influencing the architecture initiative.

Establishing the Architecture Framework

  • Tailor the TOGAF Framework:
    • Customize TOGAF elements to fit the specific needs of the organization.
    • Define the enterprise architecture metamodel, standards, and tools that will be used.

Architecture Governance

  • Develop Governance Framework:
    • Define decision-making processes, compliance mechanisms, and key performance indicators (KPIs).
    • Establish an Architecture Board or similar governance body to oversee the architecture work.

Defining Architecture Principles

  • Work with Stakeholders:
    • Develop a set of architecture principles covering business goals, IT alignment, interoperability, and scalability.
    • Document and communicate these principles effectively across the organization.

Setting Up the Architecture Team

  • Identify Skills and Resources:
    • Determine the skills and resources required for the architecture team.
    • Develop a training and capability development plan to ensure the team can effectively support the architecture effort.


These inputs help to understand the context, define the scope, and establish the necessary frameworks and governance structures. Here are the primary inputs for the Preliminary Phase

Reference Materials External to the Enterprise

  • The TOGAF Library
  • Other architecture framework(s), if required

Non-Architectural Inputs (Politics…)

  • Board strategies and board business plans, business strategy, IT strategy, business principles, business goals, and business drivers (ex. Migliorare la soddisfazione dei clienti, Espandere la quota di mercato, Ridurre i costi IT), when pre-existing
  • Major frameworks operating in the business; e.g., project/portfolio management
  • Governance and legal frameworks, including Architecture Governance strategy, when pre-existing
  • Architecture capability
  • Partnership and contract agreements

Architectural Inputs (Technical…)

Pre-existing models for operating an Enterprise Architecture Capability can be used as a baseline for the Preliminary Phase. Inputs would include:

  • Organizational Model for Enterprise Architecture (see the TOGAF Standard — Architecture Content), including:
    • Scope of organizations impacted
    • Maturity assessment, gaps, and resolution approach
    • Roles and responsibilities for architecture team(s)
    • Budget requirements
    • Governance and support strategy
  • Existing Architecture Framework, if any, including:
    • Architecture method
    • Architecture content
    • Configured and deployed tools
    • Architecture Principles
    • Architecture Repository


1. Scope the Enterprise Organizations Impacted

  • Identify core enterprise (units) — those who are most affected and achieve most value from the work
  • Identify soft enterprise (units) — those who will see change to their capability and work with core units but are otherwise not directly affected
  • Identify extended enterprise (units) — those units outside the scoped enterprise who will be affected in their own Enterprise Architecture
  • Identify communities involved (enterprises) — those stakeholders who will be affected and who are in groups of communities
  • Identify governance involved, including legal frameworks and geographies (enterprises)

2. Confirm Governance and Support Frameworks

  • Establish the architecture governance framework that fits the organization’s requirements.
  • Assess the current governance and support models to determine necessary changes.
  • Understand how architectural material is governed, including standards, guidelines, models, and compliance reports.
  • Engage with stakeholders to ensure architecture touch-points and impacts are understood and agreed upon​​​​.

3. Define and Establish Enterprise Architecture Team and Organization

  • Determine existing enterprise and business capability
  • Conduct an Enterprise Architecture/business change maturity assessment, if required
  • Identify gaps in existing work areas
  • Allocate key roles and responsibilities for Enterprise Architecture Capability management and governance
  • Define requests for change to existing business programs and projects:
    • Inform existing Enterprise Architecture and IT architecture work of stakeholder requirements
    • Request assessment of impact on their plans and work
    • Identify common areas of interest
    • Identify any critical differences and conflicts of interest
    • Produce requests for change to stakeholder activities
  • Determine constraints on Enterprise Architecture work
  • Review and agree with sponsors and board
  • Assess budget requirements

4. Identify and Establish Architecture Principles

  • Define a set of architecture principles based on business principles, critical for setting the foundation for architecture governance.
  • Ensure principles are documented, current, and communicated effectively across the organization​​​​.

5. Tailor the TOGAF Framework and, if any, Other Selected Architecture Framework(s)

In this step, determine what tailoring of the TOGAF framework is required. Consider the need for:

  • Terminology Tailoring: architecture practitioners should use terminology that is generally understood across the enterpriseTailoring should produce an agreed terminology set for description of architectural content. Consideration should be given to the creation of an Enterprise Glossary, to be updated throughout the architecture process.
  • Process Tailoring: the TOGAF ADM provides a generic process for carrying out architecture Process tailoring provides the opportunity to remove tasks that are already carried out elsewhere in the organization, add organization-specific tasks (such as specific checkpoints), and to align the ADM processes to external process frameworks and touch-points. Key touch-points to be addressed would include:
    • Links to (project and service) portfolio management processes
    • Links to project lifecycle
    • Links to operations handover processes
    • Links to operational management processes (including configuration management, change management, and service management)
    • Links to procurement processes
  • Content Tailoring: using the TOGAF Architecture Content Framework and Enterprise Continuum as a basis, tailoring of content structure and classification approach allows adoption of third-party content frameworks and also allows for customization of the framework to support organization-specific requirements

6. Develop a Strategy and Implementation Plan for Tools and Techniques

  • Identify and implement tools and techniques to support the architecture capability, reflecting the stakeholders’ requirements and the formality level needed.
  • Ensure the tools strategy aligns with the architecture maturity level and organizational capabilities​​.



Principles catalog

Describe what a “good” solution or architecture should look like. Principles are used to evaluate and agree an outcome for architecture decision points. Principles are also used as a tool to assist in architectural governance of change initiatives.

Enterprise Continuum

L’Enterprise Continuum in TOGAF è una struttura concettuale che aiuta a organizzare e classificare gli artefatti dell’architettura aziendale. Puoi pensare ad esso come una sorta di “mappa” che aiuta gli architetti a navigare attraverso i vari componenti e artefatti dell’architettura.

In modo semplice, l’Enterprise Continuum divide gli artefatti in due categorie principali:

  1. Architectural Continuum (Continuum Architetturale): Questa parte si concentra sullo spettro degli artefatti dell’architettura, che vanno da quelli generici e riusabili a quelli specifici e personalizzati per un’organizzazione particolare. In altre parole, va da concetti e modelli generici a soluzioni specifiche.
  2. Solutions Continuum (Continuum delle Soluzioni): Questa parte riguarda l’evoluzione degli artefatti attraverso le varie implementazioni e iterazioni nel tempo. Include le soluzioni implementate, dalle più generiche alle più personalizzate, insieme alle relazioni tra di esse.

L’Enterprise Continuum è quindi uno strumento utile per gli architetti perché fornisce una struttura per organizzare e navigare attraverso l’ampio panorama delle informazioni e dei documenti dell’architettura aziendale. Aiuta a mantenere una visione chiara delle varie fasi e livelli di sviluppo dell’architettura, consentendo una migliore gestione e utilizzo delle risorse e delle conoscenze disponibili.