TOGAF 9.2 Foundation
This module looks at some of the concepts introduced in the last module, namely the Architecture Development Method, Building Blocks and the Enterprise Continuum. This module is supported by videos and a PDF, and is followed by a quiz to help support your understanding.
This module will cover:
- The Architecture Development Method
- Building Blocks
- The Enterprise Continuum
- Applying the Enterprise Continuum
This course is intended for anyone looking to understand Enterprise Architecture. It is helpful however to have several years' experience in IT in a variety of roles, or to have an understanding of Enterprise or IT Architecture.
Prerequisites of the Certifications
There are no formal pre-requisites for this course.
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- In part one, we covered an overview of the ADM. So, how does it interact and get supported by the rest of the framework? The ADM is the central pillar of TOGAF, but it does get support from other areas, like, the Enterprise Continuum. This is used to classify architecture assets. Particularly, in phases B to D. The Architecture Repository, which is available to store information relating to any part of the ADM. Also, there are Foundation Architectures, which are particularly useful in phases C and D. Reference Models are also used to support architecture development. In addition to these areas, the ADM is also supported by Guidelines and Techniques. Guidelines apply to the ADM as a whole, and include approaches, such as, iteration, or specialist architectures, such as security. Techniques are used in individual or groups of phases. For instance, the gap analysis technique is used in phases B, C, and D. And the Stakeholder Management technique is used in phase A. Next, it's important to understand that the TOGAF framework is not a straitjacket. There are a variety of circumstances where flexibility is appropriate, such as, the ADM has to inter-operate with other frameworks, like ITIL. It has been mandated for use, perhaps by a contractor, when they're involved in outsourcing situations. The enterprise is smaller, thus making it possible to operate the ADM without getting into quite so much depth. Or, on the other hand, if the enterprise is gigantic in size and complexity, then approaches such as top-down planning, construction of generic or reference architectures, or developing an exemplar architecture that could be replicated across the enterprise. And finally, in circumstances where a vendor or production environment is being introduced, there may a different approach to developing the architecture. Overarching the entire process is governance of the architecture. We'll discuss governance in detail in a later video. But TOGAF is all about governance. The ADM process itself, if followed, is recognized as good practice. Important information that should form part of the governance process includes, any reference data, such as that obtained from world-recognized models such as COBIT and IT4IT. The process status, an awareness of the state of play with governance processes, such as compliance, dispensation, and assessments, and any associated audit information. Every piece of architecting will have it's own scope, as in, what is covered by the architecting effort. This, determined by the authority of the team doing the architecture, the objectives of the stakeholder, or the availability of money, people, and resources. Architects need to be able to answer four questions in order to understand the different dimensions of scope. One, on breadth. What is the scale of the effort? How big is the organization? Some enterprises may be small and want to develop internally. Others may be large, complex, international trading organizations with huge supply chains. Two, on depth. How much architecture is enough? Strategic architecture will be high level and lack detail, whereas capability architecture will be detailed and thorough. Three, on scope. How long do you have to implement the architecture? What are the time frames? And four, on domains. The TOGAF framework recognizes four domains: business, data, applications, and technology. Strategic architecture will involve all four domains, while more specific parts of the architecture might only touch on a specific domain. What domains will your architecture cover? Finally, we need to cover how much integration of the different areas of the framework takes place. In most large, and complex enterprises, the state is that such minimal architecture integration takes place, the enterprise can just focus on the capability being worked on. But the ideal example of integration, is where a universal approach to architecture is taken, inspired by initiatives from the very top of the enterprise. Here, all areas of the framework are used. A model that promises most for a fully integrated enterprise architecture, is one based on services, and service-oriented systems. That's it for this video. Next, we'll be looking in more detail at some of the core concepts that support the ADM.
In a varied career that began in 1974, John Coleshaw has trodden a relatively unusual path whereby his roles have split evenly between Business and IT. In the early 80s he was the Credit Manager for a multi-national electronics company, and at the same time built a computerised financial and credit analysis tool using the original version of the IBM PC. In the mid-80s, whilst performing the role of senior underwriter in the Credit Insurance industry, he managed the IT system, as well as developed an innovative risk analysis tool. At the start of the 90s, as a manager in a financial information company, he developed an early form of expert system whose purpose was to predict corporate failure.
His current career as an IT trainer began in 1998, specialising at the time in Object Oriented programming languages. In 2002 he started developing and delivering IT Architecture training and has now had the opportunity to meet and discuss architecture matters with over a thousand architects. The courses he trains now span both The Open Group (TOGAF and ArchiMate), and BCS.
He has a book to his name, one written in the late 80s on Credit Risk Analysis.