TOGAF Preliminary Phase

OBJECTIVE

Lo scopo è quello di stabilire le fondamenta per lo sviluppo, gestione e manutenzione dell’architettura.

In questa fase vengono definite il contesto, i principi, gli obiettivi e i driver aziendali che guideranno il processo di sviluppo dell’architettura.

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

INPUTS

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

STEPS

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

Cosa fa questo passo?
  1. Conferma dei Framework di Governance: In questa fase, si stabiliscono e si confermano i processi e i meccanismi di governance che regolano lo sviluppo e l’uso dell’architettura aziendale. La governance assicura che ci sia una supervisione efficace, una chiara responsabilità e un allineamento con gli obiettivi aziendali.
  2. Valutazione dei Framework di Supporto: Si esaminano i framework e gli strumenti di supporto disponibili per l’architettura aziendale. Questi possono includere strumenti software, risorse formative, linee guida di best practice e altri supporti che facilitano lo sviluppo, l’implementazione e la gestione dell’architettura.
Attività coinvolte:
  1. Identificazione dei requisiti di Governance: Si identificano i requisiti specifici per la governance dell’architettura aziendale, inclusi i processi decisionali, le autorità coinvolte e le procedure di revisione.
  2. Definizione dei ruoli e delle responsabilità: Si chiariscono i ruoli e le responsabilità delle varie parti coinvolte nella governance dell’architettura, come ad esempio il comitato di architettura, i responsabili delle decisioni e gli stakeholder chiave.
  3. Valutazione dei framework di supporto disponibili: Si valutano i framework, gli strumenti e le risorse disponibili per supportare lo sviluppo e la gestione dell’architettura. Questo può includere la valutazione di software di modellazione, repository di architettura, linee guida di best practice, etc.

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

I principi di architettura sono linee guida fondamentali che orientano il processo decisionale durante lo sviluppo dell’architettura. Questi principi riflettono le priorità, i valori e le aspirazioni dell’organizzazione.

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

Si stabiliscono i processi e le procedure per lo sviluppo, la manutenzione e l’evoluzione dell’architettura nel tempo. Questo può includere la pianificazione degli aggiornamenti, la gestione dei cambiamenti e la valutazione delle prestazioni.

OUTPUT

ARTIFACTS

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.