Peter Haviland

As organizations around the world pursue more agile ways of working to innovate, attract and retain customers, drive best-in-class operating efficiencies, and respond quickly to changing economic and regulatory conditions, the architecture profession must evolve to support and drive such outcomes.

In continuing over 30 years of publishing award-winning leading practice standards for technology, The Open Group presents the Open Agile Architecture™ Standard, a comprehensive revision of… Show more

As organizations around the world pursue more agile ways of working to innovate, attract and retain customers, drive best-in-class operating efficiencies, and respond quickly to changing economic and regulatory conditions, the architecture profession must evolve to support and drive such outcomes.

In continuing over 30 years of publishing award-winning leading practice standards for technology, The Open Group presents the Open Agile Architecture™ Standard, a comprehensive revision of core architecture practices – updated to compliment modern, digital operating models, and agile development methods. Show less

This is the first part of a three-part standard. The three parts of the standard, when taken together, will address all aspects of a business architecture practice explicitly; not only the holistic approach in modeling, but also the way of working and thinking, as well as the way of organizing and supporting. Thus, the standard explicitly reckons with the systemic nature of transformations, the varying interests and goals of stakeholders, and moreover prepares for consistent communication of… Show more

This is the first part of a three-part standard. The three parts of the standard, when taken together, will address all aspects of a business architecture practice explicitly; not only the holistic approach in modeling, but also the way of working and thinking, as well as the way of organizing and supporting. Thus, the standard explicitly reckons with the systemic nature of transformations, the varying interests and goals of stakeholders, and moreover prepares for consistent communication of business priorities and needs throughout the lifecycle. It addresses a real need to solve structural challenges in enterprise and organizational transformations.

Part I describes the practice through a Business Architecture framework, the five-ways framework, the structural challenges it tries to resolve, and how these are resolved by applying the standard. The perspective of Part I is focused on decision-making and direction-setting.

This standard is being published initially as a Preliminary Standard since it addresses an emerging area of best practice; therefore, it may change before being published as a full Open Group Standard. Show less

Business architecture is being used to design, plan, execute, and govern change initiatives throughout public and private sector entities. An architectural approach can systematically highlight the most effective state for a given environment, and then define how change can be effected within acceptable benefit, cost, and risk parameters. A key challenge to this approach is the consistent definition of the organization and where it needs to be, and in response this White Paper introduces a… Show more

Business architecture is being used to design, plan, execute, and govern change initiatives throughout public and private sector entities. An architectural approach can systematically highlight the most effective state for a given environment, and then define how change can be effected within acceptable benefit, cost, and risk parameters. A key challenge to this approach is the consistent definition of the organization and where it needs to be, and in response this White Paper introduces a comprehensive reference model for business. The Business Reference Model (BRM) can be applied to both private and public sector organizations alike, and gives complex organizations a common way to view themselves in order to plan and execute effective transformational change.

It is envisaged that the introduction of a BRM into a transformation planning exercise will increase collaboration across the business, increase awareness of organizational opportunity and risk, and facilitate more holistic business investment; all of which culminates in an improved and more sustainable working environment leading to a better working world. Show less

A thorough comparison of the ArchiMate 2.0 metamodel with the Content Metamodel from the TOGAF 9.1 Architecture Content Framework reveals that these two Open Group standards are highly compatible. The ArchiMate 2.0 visual modeling language is therefore well suited for architecture initiatives guided by the TOGAF 9.1 standard, and this White Paper provides both theoretical preparation and practical guidance for users of the ArchiMate language working on such initiatives.

The concept of "agile" has recently come to the fore, typically in connection with technical activities, such as software development. Subsequently, the agile approach has been extended and applied to, for example, solution architecture activities. However, we suggest that agile is in fact a way of working, a mindset. It applies to more than just software development, or architecture, or any other one area of activity. The real benefit comes from applying an end-to-end agile delivery approach… Show more

The concept of "agile" has recently come to the fore, typically in connection with technical activities, such as software development. Subsequently, the agile approach has been extended and applied to, for example, solution architecture activities. However, we suggest that agile is in fact a way of working, a mindset. It applies to more than just software development, or architecture, or any other one area of activity. The real benefit comes from applying an end-to-end agile delivery approach throughout the enterprise.

In this document we first consider the drivers for change. We revisit four themes, based on industry challenges, which mean that the ways of working which have worked in the past need to be reconsidered. We then identify the behaviors which characterize an agile approach, and assess how each behavior can assist with the industry challenges. Having established the benefits of an agile approach, we conclude by identifying the organizational capabilities (people, process, and technology) which need to be developed to put this into practice. Finally, two appendixes provide more detail on the agile behaviors and specific agile capabilities. Show less

This White Paper describes the key areas that an organization needs to address when adopting the Cloud paradigm and transforming to a Cloud-enabled enterprise. It contends that enterprise architecture and enterprise architects have a significant role to play in this process, and that architecture frameworks such as TOGAF® 9 and techniques such as service-orientation can be leveraged to accelerate delivery.

This is the second part of a White Paper on adoption of world-class enterprise architecture. This document complements the TOGAF 9 specification by providing an approach to successfully develop an enterprise architecture capability.

This White Paper provides assistance in overcoming common pitfalls in the adoption of enterprise architecture, and will help to ensure that the enterprise architects are focused on activities that provide recognized value to the organization.