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Getting Started
with Enterprise
Architecture
A Practical and Pragmatic
Approach to Learning
the Basics of Enterprise
Architecture
Eric Jager
Foreword by Whynde Kuehn
Getting Started with Enterprise Architecture: A Practical and Pragmatic
Approach to Learning the Basics of Enterprise Architecture
Eric Jager
Almere, Flevoland, The Netherlands
ISBN-13 (pbk): 978-1-4842-9857-2 ISBN-13 (electronic): 978-1-4842-9858-9

https://doi.org/10.1007/978-1-4842-9858-9
Copyright © 2023 by Eric Jager

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or
part of the material is concerned, specifically the rights of translation, reprinting, reuse of
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The use in this publication of trade names, trademarks, service marks, and similar terms, even if
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Paper in this product is recyclable
Table of Contents
About the Author��vii
About the Reviewer��ix
Acknowledgments��xi
Foreword��xiii
Chapter 1: Introduction��1
Chapter 2: Architecture Origin��5
2.1. Timeline��5
2.2. Zachman Framework��9
2.3. The Open Group Architecture Framework (TOGAF)��11
2.3.1. Fundamental Content��13
2.3.2. Series Guides��19
2.4. Similarities and Differences��20
2.5. Summary��21
Chapter 3: Architecture Definition��23

3.1. Defining Enterprise Architecture��23
Chapter 4: Architecture Domains��27

4.1. Domains and Layers��27
4.2. The Information Domain��30
4.3. Multi-domain Model��31
iii
Table of Contents
Chapter 5: Architecture Roles��35

5.1. Defining Roles and Functions��35
5.2. Generic Roles��36
5.3. Variety in Functions��38
5.4. The Enterprise Architect��42
Chapter 6: Architecture Visualization��47

6.1. Language to Visualize��47
6.2. Modeling Language��48
6.2.1. Architecture Elements��52
6.3. Catalogs, Matrices, and Diagrams��63
6.4. The Right Toolset��66
6.4.1. Architecture Repository��71
Chapter 7: Architecture Positioning��77

7.1. Earning Stripes��77
7.2. Architecture Purpose��78
Chapter 8: Architecture Implementation��83

8.1. Implementation Wheel��83
8.2. Document��89
8.2.1. Information��90
8.2.2. Stakeholders��132
8.3. Define��144
8.3.1. Maturity��145
8.3.2. Framework��160
8.3.3. Strategy��178
iv
Table of Contents
8.4. Execute��201
8.4.1. Strategy��202
8.4.2. Roadmap��210
8.5. Control��218
8.5.1. Measure Progress��219
Chapter 9: Next Steps��229

9.1. The Next Level��229
Chapter 10: Architecture Application��233

10.1. Lemon-A-de��233
10.2. Developing Lemon-A-de’s Architecture��240
10.3. A Few Years Later��246
10.4. Summary��246
Chapter 11: Closing Remarks��247
Appendix A: Example Information Map��249
Appendix B:Example Maturity Model��255
Appendix C:Example Work Package View��261
References��263
Index��267
v
About the Author
Eric Jager is a Certified Master Architect in
the field of Enterprise Architecture. He is also
a certified TOGAF Enterprise Architecture
Practitioner, Certified Business Architect, and
ArchiMate Practitioner. He is familiar with
various architecture methodologies including,
for example, the TOGAF Standard and the
Zachman Framework.
The inspiration for this book came from Eric’s work experience
in organizations with regulatory functions in both the financial and
healthcare industries, commercial service providers, and several hospitals.
There, he noticed that organizations continued to struggle with properly
implementing architectural thinking and working with architecture.
Eric set out to create an easy-to-understand and easy-to-implement
architecture methodology. Using a self-created Enterprise Architecture
Implementation Wheel, he developed an approach to implementing
Enterprise Architecture that can be used by both novice and experienced
architects.
Eric has been practicing Enterprise Architecture for over 15 years
and has extensive knowledge and experience in the development and
application of Enterprise Architecture. He easily leverages architecture to
translate business strategy into implementation. Eric likes to focus on the
practical and pragmatic application of Enterprise Architecture and lectures
on Enterprise Architecture at the Eindhoven University of Technology. He
also writes about his daily experiences in his blog: eawheel.com/blog.
vii
About the Reviewer
Rob Malschaert is an experienced Enterprise
Architect, primarily working in the healthcare
sector as an independent Enterprise Architect.
Rob is certified in TOGAF and ArchiMate
and is also a Certified Information Systems
Security Professional (CISSP).
Rob has extensive experience in the
practical application of Enterprise Architecture
in complex organizations, especially
in integrating working under architecture in organizations that are
inexperienced in using architecture as a tool to achieve organizational
objectives. Additionally, Rob actively contributes to the development
of the Dutch Hospital Reference Architecture (ZiRA) and provides
postgraduate-level education on Enterprise Architecture at the Eindhoven
University of Technology.
ix
Acknowledgments
First and foremost, I would like to thank my current and former
employers for providing me with invaluable work environments and
lecture opportunities that inspired me to write this book. The variety of
situations there allowed me to envision and create an adapted architecture
methodology that is illustrated in this book.
Special thanks go to Rob Malschaert, a former colleague of mine and
my current partner in lecturing in the field of architecture at the Eindhoven
University of Technology, for agreeing to be the reviewer for this book.
His keen insight and attention to detail were essential in ensuring that the
material is presented clearly.
I am also grateful for the support and advice of Whynde Kuehn, author
of Strategy to Reality. Whynde also took the trouble to write the foreword
for this book.
My thanks also go to the staff at Apress Media, who guided a first-
time author through the writing and editing process with good-natured
professionalism.
I would also like to thank Aditee Mirashi (Acquisitions Editor) for
accepting my manuscript submission and going out of her way to answer
all of my numerous questions prior to the publishing process.
Finally, I would like to thank my wife, Nienke, whose trust and support
made this book possible.
xi
Foreword
Is there anything more powerful than an idea? An idea is the kernel of all
possibilities, with unlimited potential to change the world. Indeed, ideas
have shaped all of our human history.
We are all familiar with the philosophical thought experiment: If a tree
falls in a forest and no one is around to hear it, does it make a sound? Here’s
another one: If an organization formulates the most brilliant strategy for
competitive advantage but it never gets implemented, does it matter? Or
even: If we develop the most brilliant framework to help organizations work
more effectively but if they don’t know how to apply it in practice, does it
make an impact?
What is more powerful than an idea then is an idea that is executed.
That is what this book is all about.
To survive and thrive, organizations must do change well in a world
of increasing disruption and uncertainty. This applies to organizations
of every size, industry, and sector – from Fortune Global 500 companies
and governments to startups and non-profit organizations. Surprisingly
though, organizations around the world continually struggle to execute
strategies and business change in an effective, coordinated way at pace,
and the statistics and stories abound that reflect this.
This is where Enterprise Architecture comes in.
After giving a pertinent and insightful history of Enterprise
Architecture, Eric brings us to where the discipline has evolved today. As
he states, “Enterprise Architecture has evolved from a primarily IT-focused
discipline to a strategic and business-centric practice.” We’ve come a long
way, and the holistic view of Enterprise Architecture has never been more
important than it is today.
xiii
Foreword
Enterprise Architecture is a framework for understanding and

managing the overall structure and strategy of an organization. This
framework helps us design our organizations with intent for effectiveness,
agility, and value as well as navigate complexity and inform business
decision-making. Enterprise Architecture is also the often-missing bridge
between strategy and execution. It plays a critical role in translating strategy
into a coordinated set of actions that enables an organization to achieve its
goals and objectives – and ensures the continual alignment of initiatives
and investments back to business direction. Enterprise Architecture guides
us to do the right things, at the right time, for the right reasons.
The intentional, agile design of an organization and its ability
to execute strategy together create the ability to respond to change.
Enterprise Architecture is critical to both.
This means that organizations must do Enterprise Architecture well.
This book is a reference and a guide for your journey of implementing
Enterprise Architecture.
While Enterprise Architecture frameworks define what to do, they do
not necessarily tell you how to do it. This book helps to bridge that gap.
Through his depth of experience, Eric translates the theory of Enterprise
Architecture frameworks into a practical set of steps and guidance,
codified through his Implementation Wheel and demonstrated through
an example company. This book accelerates you so that you can focus on
doing what matters most: applying Enterprise Architecture within your
organization to achieve the value for which it was intended.
Eric walks you through the process of implementing Enterprise
Architecture with such specificity, care, and passion that it is like having
your own personal guide. He unpacks the practical details you need to
know to build out different aspects of Enterprise Architecture, including
how to collaborate with others and facilitate effective conversations. He
helps you adapt the sequence and approaches to your realities, gives
expert tips, steers you around potential challenges, and shows you the
xiv
Foreword
way with an extensive set of examples and blueprints. He even tells stories
along the way to entertain and educate.
Implementing Enterprise Architecture is a continual journey for every
organization. The architecture itself is ever evolving and expanding with
the business, but as the discipline is leveraged, it also shifts mindsets.
Enterprise Architecture facilitates new ways of thinking and working
around how organizations provide value, deliver strategic change, make
decisions for the enterprise, and design for today and a future-ready
tomorrow. Architecture and architectural thinking are beneficial for
everyone, not just architects.
With some courage, patience, skill, and an expert guide to keep you on
solid footing, a rewarding journey lies ahead. Whether you are experienced
in Enterprise Architecture or new to the discipline, your next step to
greater meaning and impact for your organization or career is contained
here in these pages. Open your mind to all that Enterprise Architecture
has become and can be as a strategic discipline critical to helping our
organizations and societies meet their challenges and opportunities ahead
with success.
All the best to you on the journey!
Whynde Kuehn
Author of Strategy to Reality
Founder and Managing Director
S2E Transformation Inc.
xv
CHAPTER 1
Introduction
I have been practicing Enterprise Architecture for over 15 years.
During these years I have worked for several organizations. All of these
organizations presented unique situations, each requiring a slightly
different way of working.
The organizations did have one thing in common: architecture
maturity was either non-existent or at a low level. One of the main reasons
for this is probably (because we never really know for sure) the difficulty
an organization has in translating the available theoretical architecture
frameworks into a practical application.
Despite the good intentions of frameworks such as the TOGAF
Standard [1], there still are a lot of organizations that have not yet
been able to translate a framework into something that is usable. If an
organization could easily use the tools provided by a framework, working
with architecture would be more likely to get the attention it needs. An
organization would be able to greatly benefit from the structure and
coherence that a framework has to offer. In spite of the fact that the theory
described in the frameworks has evolved and matured over the years,
organizations have not yet found a way to put it to good use. I believe this
is because theoretical frameworks do not pay enough attention to the
pragmatic translation of their content into a practical application.
In this book, I want to take the reader on a journey I call Getting Started
with Enterprise Architecture. I have tried to take the theory from existing
frameworks and translate it into a practical and pragmatic approach.
© Eric Jager 2023 1

E. Jager, Getting Started with Enterprise Architecture,
https://doi.org/10.1007/978-1-4842-9858-9_1
Chapter 1 Introduction
With this approach, a basic implementation of Enterprise Architecture can

be achieved. The method described in this book is based on the theory
and methodology outlined in the TOGAF Standard. The book is written
from the idea of the methodology, but does not apply it to the letter of
the theory.
When you start implementing Enterprise Architecture, it’s good to use
one of the frameworks available. But such a framework can quickly feel
a bit overwhelming. A framework describes in reasonable detail all the
steps that can or should be taken to achieve a complete implementation of
However, it is not always necessary to follow all of these steps from
start to finish. This is especially true for the detailed approach that the
frameworks prescribe. If an organization has not yet integrated working
with architecture into its day-to-day operations, there is certainly no need
to follow the frameworks’ approach to the letter. But how do you start, and
what do you start with? What do you do and what don’t you do? What do
you do first, and what do you do next?
In this book, I provide both novice and experienced architects with
a brief overview of Enterprise Architecture, explaining the origins of
architecture, the most popular frameworks, and the architecture domains.
The book then moves on to provide insight into the visualization of
architecture by educating the reader on topics such as the architecture
modeling language, essential architecture elements and concepts, and a
place to store it all: the Architecture Repository.
After laying out the basics, the book continues with a deep dive into
the self-developed Enterprise Architecture Implementation Wheel. The
Implementation Wheel is based on the methodology described in the
TOGAF Standard and provides architects with a method that is easy to
use because of its practical and pragmatic approach to implementing
Enterprise Architecture. Using the Enterprise Architecture Implementation
Wheel, I will show you how to tailor an architecture framework to the
2
Chapter 1 Introduction
implementation needs of the existing organization. I will also show you

how to produce artifacts (architecture deliverables) that are useful and
usable, and get you started with Enterprise Architecture.
The book concludes with a description of an actual architecture
implementation that uses the Enterprise Architecture Implementation
Wheel in practice.
Using the challenges faced by the fictional company Lemon-A-de, I will
demonstrate how a basic Enterprise Architecture can be used to help an
organization implement its intended strategy. Although Lemon-A-de is a
relatively small organization, the power of applying Enterprise Architecture
in translating strategy into execution becomes clear.
Enterprise Architecture can be implemented in many different ways.
The way described in this book is just one of them. Following the steps
outlined in this book, using the Enterprise Architecture Implementation
Wheel, results in a usable whole and lays the foundation for further
development of Enterprise Architecture within the organization.
Getting Started with Enterprise Architecture is the ideal handbook for
the architect who is tasked with implementing Enterprise Architecture in
an existing organization.
3
CHAPTER 2
Architecture Origin
This chapter describes the origins of Enterprise Architecture. What created
the need for structure to which Enterprise Architecture proved to be the
answer? A timeline is used to provide insight into the key events that led to
the emergence, evolution, and maturation of architecture. Additionally,
a brief explanation of the structure of the two best-known architecture
frameworks (the Zachman Framework and the TOGAF Standard) is
provided. As part of the TOGAF Standard, this chapter also introduces
the Architecture Development Method. The chapter concludes with the
similarities and differences between the two frameworks.
2.1. Timeline
The origins of Enterprise Architecture can be traced back to the 1960s and
1970s, when large organizations began to recognize the need for formal
methods to manage and align their complex IT systems with business
goals. During this time, there were various efforts to develop system
architectures and information models.
In the 1980s, the term Enterprise Architecture began to gain traction.
The focus was primarily on defining and documenting the structure and
components of an organization’s information systems. This decade saw
the emergence of methodologies such as John Zachman’s Framework for
Enterprise Architecture [2]. Enterprise Architecture emerged as a response
to the increasing complexity of IT environments and business processes.

Chapter 2 Architecture Origin
The 1990s marked a period of increased interest and growth in the field
of Enterprise Architecture. More and more organizations recognized the
importance of aligning IT with business goals. The Open Group introduced
the TOGAF Standard in 1995, providing a comprehensive approach to
The early 2000s saw a greater focus on integrating IT and business
strategies, leading to the adoption of Enterprise Architecture as a strategic
management discipline. Enterprise Architecture frameworks and
methodologies, such as the Zachman Framework and the TOGAF Standard,
gained wider acceptance and use. In the mid to late 2000s, Enterprise
Architecture evolved to address the complexities of globalized and networked
enterprises. The focus shifted to a more holistic approach to Enterprise
Architecture, encompassing not only IT systems but also business processes,
people, and organizational structures. This broader perspective was necessary
to adapt to rapidly changing market dynamics and technological innovations.
The evolution of Enterprise Architecture brought a new focus to the
strategic importance of IT within organizations. It provided a way to align
IT infrastructure and business processes with business goals, thereby
increasing the value of IT. Enterprise Architecture also offered a way to
manage and reduce the complexity of IT environments, thereby reducing
the cost and risk of IT projects.
In the 2010s, Enterprise Architecture became increasingly integrated
with other strategic management disciplines, such as business process
management, data management, and cybersecurity. Enterprise
Architecture became an essential tool for guiding digital transformation
initiatives, cloud adoption, and agile development practices.
In recent years, Enterprise Architecture has continued to evolve in
response to the growing importance of digitization, data-driven decision-
making, and emerging technologies such as artificial intelligence, the
Internet of Things (IoT), and blockchain. Enterprise Architecture is
becoming more adaptive and agile to address the dynamic and rapidly
changing business landscape.
6
Today, organizations use Enterprise Architecture to optimize

their business processes and IT infrastructure, accelerate their digital
transformation, and strengthen their competitive position. Enterprise
Architecture continues to evolve and adapt to the ever-changing
technology environment and business needs.
Throughout its history, Enterprise Architecture has evolved from
a primarily IT-focused discipline to a strategic and business-centric
practice. It plays a critical role in helping organizations optimize their
operations, align their IT investments with business goals, and navigate
the complexities of the modern digital age. As technology and business
needs continue to evolve, Enterprise Architecture will undoubtedly
remain a critical discipline for organizations seeking competitive
advantage and long-term success. Architectural frameworks have been
developed to provide structure to the ever-evolving environment. These
frameworks provide the guidance needed to manage the complexity of IT
environments and business processes.
Over the years, several architecture frameworks have been developed.
The most popular architecture frameworks are the Zachman Framework,
the TOGAF Standard, and the BIZBOK Guide [8]. In addition to the
development of frameworks, the architecture modeling language
ArchiMate was also created (see Chapter 6, Section 6.2). The modeling
language provided a solution for visualizing the complex environments of
organizations. Over the past decades, the frameworks and the modeling
language have continued to evolve and mature.
The evolution of the best-known architectural frameworks and
the modeling language, starting with the introduction of the Zachman
Framework [3], is shown in Table 2-1. Key milestones over the past 35 years
are included in the overview. The overview is limited to milestones related
to the Zachman Framework, the TOGAF Standard, the BIZBOK Guide, and
ArchiMate.
7
Table 2-1. Major events in the field of architecture

Year Event
1987 John Zachman publishes the Zachman Framework (with three columns)
1995 TOGAF (The Open Group Architecture Framework) is released
2001 ArchiMate, a modeling language for Enterprise Architectures, is released
First publication of the Zachman Framework with all six columns
2007 TOGAF 8.1 is released, with enhanced support for SOA and IT management
2009 ArchiMate 1.0 is released
2011 TOGAF 9 is released, with enhanced support for business and IT alignment
A 3.0 version of the Zachman Framework is published, labeled Enterprise

Ontology instead of framework
First release of the BIZBOK Guide

2018 TOGAF 9.2 is released, with enhanced support for digital transformation
2022 The Open Group releases The TOGAF Standard, 10th Edition, with support for
agile architectures and new technologies such as AI and blockchain
The BIZBOK Guide 11.0 is released
ArchiMate 3.2 is released
2023 The BIZBOK Guide 12.0 is released
8
The BIZBOK Guide is a more limited framework than, for example, the
Zachman Framework or the TOGAF Standard. The BIZBOK Guide focuses
solely on Business Architecture. For this reason, the BIZBOK framework is
not discussed further in this chapter.
2.2. Zachman Framework
The first architecture frameworks appeared in the 1980s and 1990s. The
Zachman Framework, published by John Zachman in 1987, was the first
framework (actually an ontology) that focused on structuring business
processes and IT infrastructure.
Throughout the 1990s, the Zachman Framework became increasingly
popular as an Enterprise Architecture methodology. The framework
was used by many organizations, including large corporations and
government agencies. During this time, the framework underwent several
modifications to better meet the needs of organizations.
Shortly after the year 2000, the Zachman Framework was further
developed, extended, and adapted to the changing needs of organizations.
More attention was paid to the relationship between Enterprise
Architecture and digital transformation, and new tools and techniques
were developed to support Enterprise Architecture modeling. There have
also been several discussions held about the applicability and practical
value of the Zachman Framework and its role in an ever-changing IT
environment [4].
The Zachman Framework provides a structured approach to
understanding and managing organizational complexity through a matrix
model. The framework defines a set of perspectives or viewpoints from
different stakeholders and focuses on six fundamental questions: what,
how, where, who, when, and why. Since 2001, these questions have been
presented in a six-by-six matrix, with each column representing one of
the perspectives and each row representing one of the questions (see
Figure 2-1).
9
The framework emphasizes the importance of exploring each cell

in the matrix to gain a complete understanding of the organization and
its architecture. It encourages multidisciplinary collaboration and helps
identify gaps, duplications, and inconsistencies within the architecture.
The framework is broadly applicable and can be used for different
types of architecture, such as Business Architecture, Information
Architecture, and Technology Architecture. It provides a structured
approach to managing complexity and guiding the design and
transformation of an organization.
Figure 2-1. The Zachman Framework in its most generic form
The Zachman Framework is an ontology – a theory of the existence

of a structured set of essential components of an object for which
explicit expressions are necessary and perhaps even mandatory
for creating, operating, and changing the object (the object being
an enterprise, a department, a value chain, a “sliver,” a solution, a
project, an airplane, a building, a product, a profession, or whatever).
10
The Zachman Framework is not a methodology for creating the

implementation (an instantiation) of the object. The framework is
the ontology for describing the enterprise. The framework (ontology)
is a structure whereas a methodology is a process. A structure is
not a process. A structure establishes definition whereas a process
provides transformation [2].
2.3. The Open Group Architecture

Framework (TOGAF)
The TOGAF Standard, created in 1995 and further developed by The Open
Group, is one of the best-known architecture frameworks, along with the
Zachman Framework. The framework consists of several components,
including an Architecture Development Method, a set of standards, and
a set of tools and techniques. The TOGAF Standard is designed to help
organizations develop a holistic and integrated Enterprise Architecture
that is aligned with their business objectives.
The TOGAF Standard is widely used by large organizations and
government agencies. The framework provides a structured approach to
developing and implementing Enterprise Architecture. It also provides
a common language and method for communicating architecture
concepts and solutions. The TOGAF Standard is useful for increasing
an organization’s IT effectiveness by developing a robust, flexible, and
interoperable IT infrastructure.
One of the key benefits of the TOGAF Standard is its wide acceptance
and popularity within the industry. The framework is used by thousands
of organizations around the world and has led to the development of an
extensive ecosystem of tools, training, and certification programs.
11
It is often said that the TOGAF Standard is an IT architecture framework

par excellence. Therefore, it would not be useful as an Enterprise
Architecture framework. However, nothing could be further from the
truth. Over several decades, the TOGAF Standard has become increasingly
focused on Enterprise Architecture. Partly due to the introduction of
improved support for business and IT alignment, the framework has
evolved into a full-fledged Enterprise Architecture framework.
Figure 2-2. TOGAF Architecture Content Framework
12
The TOGAF Standard consists of several components that work

together to provide a comprehensive Enterprise Architecture development
method. The TOGAF Standard has two main components: Fundamental
Content and Series Guides.
2.3.1. Fundamental Content
The Fundamental Content consists of six documents: Core Concepts,
Architecture Development Method (ADM), ADM Techniques, Applying
the ADM, Architecture Content and Enterprise Architecture Capability
(Figure 2-3).
Figure 2-3. The TOGAF Standard, 10th Edition
As the name Introduction and Core Concepts suggests, this document

describes the core concepts that are used throughout the components
of the TOGAF Standard. This includes the definition of Enterprise
Architecture (see Chapter 3) and the different Architecture Domains
(see Chapter 4) that the TOGAF Standard distinguishes. The Architecture
Development Method (see Section 2.3.1.1) is also briefly explained.
13
The ADM is discussed in more detail in the documents Architecture

Development Method (ADM), ADM Techniques, and Applying the
ADM. The Introduction and Core Concepts document also consists of
an explanation and use of deliverables, artifacts, and building blocks, as
well as a brief mention of the Enterprise Continuum, the Architecture
Repository, and the Content Framework. In fact, the Core Concepts
document introduces a number of important topics but refers to other
documents in the Fundamental Content for more detailed explanations.
The Architecture Development Method is the most important part
of the TOGAF Standard. It is a step-by-step method for developing
and implementing Enterprise Architecture. The ADM includes several
phases, including identifying business needs, developing an architecture
vision, creating an architecture plan, implementing the architecture,
and maintaining the architecture. The TOGAF Standard is one of the
few architecture frameworks that actually has a process description for
developing Enterprise Architecture.
The Architecture Content Framework (see Figure 2-2) defines the
architectural artifacts and building blocks used to describe the Enterprise
Architecture. It includes Architecture Building Blocks, Solution Building
Blocks, and architectural artifacts. Architecture Building Blocks are the
key elements used to build the Enterprise Architecture. They represent
the core components, such as business processes, information concepts,
data entities, and application systems. Solution Building Blocks are
specific implementations of Architecture Building Blocks that provide
a concrete solution to a specific problem. Architectural artifacts are the
deliverables produced during the phases of the Architecture Development
Method, such as catalogs, matrices, diagrams, and maps that describe the
architecture (see also Chapter 6, Section 6.3).
In addition to the building blocks, the Fundamental Content also
includes the Enterprise Continuum. This is a classification system used to
categorize architectural assets. It consists of two main parts, Foundation
Architecture and Common System Architectures. The former provides
14
a set of common systems, services, and standards that form the basis
for an organization’s specific architectures, while the latter represents
industry reference models and standards that can be used as a basis for an
organization’s architecture development.
The Fundamental Content is further complemented by reference
models and the Architecture Capability Framework. Reference models
are pre-defined models that provide generic solutions to common
architectural problems, whereas the Architecture Capability Framework
outlines the organizational structure, roles, and processes needed to
establish and operate an effective enterprise architecture capability within
an organization.
Finally, a section that provides additional guidelines, techniques,
and reference materials to support the effective use of the framework is
called the TOGAF Resource Base. It provides guidance on how to tailor the
TOGAF Standard to an organization’s specific needs and requirements.
Overall, the Fundamental Content of the TOGAF Standard serves as a
comprehensive guide and toolbox for organizations to develop, manage,
and evolve their Enterprise Architecture, promote alignment between IT
and business strategies, and foster efficient and effective IT systems.
2.3.1.1. Architecture Development Method

The Architecture Development Method (Figure 2-4) is a key component
of the TOGAF Standard. It is a comprehensive and iterative approach for
developing and managing Enterprise Architectures. The ADM provides a
step-by-step guide for creating and maintaining architecture artifacts and
ensuring alignment with business goals. The ADM is considered a process
that enables Enterprise Architects to develop and implement Enterprise
Architecture.
15
Figure 2-4. The Architecture Development Method
The phases of the ADM are as follows:

Preliminary Phase: The Preliminary Phase is the first phase of the
ADM and lays the foundation for the architecture development process. It
includes the establishment of the architecture project and the necessary
supporting resources and governance. The primary objectives of this
phase are to define the scope of the architecture effort and to define
business scenarios, as well as to secure sponsorship and board approval.
16
Phase A: Architecture Vision. This phase is the initial starting

point of the ADM and lays the foundation for the architecture project or
implementation. It involves understanding the business drivers, goals,
and objectives and creating an Architecture Vision that aligns with the
strategic direction of the organization. Key activities include identifying
stakeholders, defining the scope of the architecture, and developing a
high-level business case. The output of this phase is the Architecture
Vision document, which serves as a reference point throughout the ADM
process.
Phase B: Business Architecture. In this phase, the focus shifts
to understanding the Business Architecture of the organization. The
primary objectives are to define the business functions, capabilities,
and processes required to achieve the Architecture Vision. Enterprise
Architects work with business stakeholders to gather information about
the business strategy, structure, and operations. The output is the Business
Architecture document, which includes business models, process flows,
and capability maps.
Phase C: Information Systems Architecture. The purpose of the
Information Systems Architecture phase is to develop a technology
blueprint that supports the Business Architecture. It identifies the key
information systems required to implement the business capabilities and
defines the Data and Application Architectures. The architects assess
the existing systems and determine the gaps that need to be addressed.
Deliverables from this phase include data models, application portfolios,
and technology standards.
Phase D: Technology Architecture. Building on the information
gathered in the previous phases, the Technology Architecture phase
focuses on defining the infrastructure and technology required to support
the information systems. Architects consider factors such as hardware,
software, networking, security, and integration requirements. The result
is a comprehensive Technology Architecture document that provides
guidelines for building and deploying the technology infrastructure.
17
Phase E: Opportunities and Solutions. The Opportunities and

Solutions phase evaluates and selects the most appropriate solutions to
address the gaps identified in the previous phases. Architects identify
potential architecture options, perform a risk assessment, and recommend
appropriate solutions to stakeholders. They consider both internal
development and external sourcing options. The output of this phase is a
set of architecture specifications and implementation plans.
Phase F: Migration Planning. In this phase, the architects focus on
creating a detailed plan for implementing the selected solutions. They
develop a step-by-step approach for transitioning from the current state to
the target state architecture. This includes defining transition architectures
and identifying critical milestones, resources, and timelines. The Migration
Planning document provides the roadmap for the transformation journey.
Phase G: Implementation Governance. Implementation Governance
is about establishing the mechanisms to oversee the execution of the
architecture project. It involves defining the organizational structure,
roles, and responsibilities to ensure that the architecture is implemented
as intended. Architects work closely with project management teams to
monitor progress and address any deviations from the plan. The result is a
governance framework that helps manage risk and ensures alignment with
the Architecture Vision.
Phase H: Architecture Change Management. Architecture is not
static, and the environment in which it operates evolves over time. The
Architecture Change Management phase is concerned with managing
changes to the architecture throughout its life cycle. It includes assessing
the impact of changes, defining procedures for making changes, and
ensuring that the architecture remains aligned with business goals.
Requirements Management: Although not considered a separate
phase, Requirements Management is a continuous activity that runs
throughout the ADM. It involves managing and maintaining requirements
and ensuring that they are properly addressed during each phase. As
18
the architecture evolves, new requirements may emerge, and existing

requirements may change. Effective Requirements Management ensures
that the final architecture meets all the necessary criteria.
The ADM is iterative in nature, meaning that each phase can be
revisited as needed. Architects continually evaluate and refine the
architecture as they move through the phases, ensuring that it remains
relevant and effective. The end result is a comprehensive and well-aligned
Enterprise Architecture that supports the organization’s business goals.
The stages of the Enterprise Architecture Implementation Wheel
described in this book (Figure 8-1) align with the various phases of the
ADM. Refer to Chapter 8, Table 8-1, for an overview of the mapping.
2.3.2. Series Guides
The TOGAF Series Guides were developed in response to the need for
more and better guidance on how to develop a more useful Enterprise
Architecture. Stakeholders want useful Enterprise Architecture guidance
to support their decisions and guide the implementation of necessary
organizational changes.
The TOGAF Series Guides cover a range of topics, from general
guidance on how to set up an Enterprise Architecture team, to domain-
specific material for Business and Security Architecture, to using Agile
methods and Agile software development. An approach to developing
Enterprise Architecture following the Architecture Development Method
provides guidance on using the framework to develop, maintain, and use
an Enterprise Architecture. It is a companion to the Fundamental Content
and brings the concepts and generic constructs to life. Other guides
offer insights into using the TOGAF Standard in the digital enterprise,
emphasizing how to establish and enhance an Enterprise Architecture
capability that is aligned with the organization and what the Enterprise
Architecture team is expected to support.
19
The TOGAF Series Guides also include:
• Domain-specific guidance, such as integrating risk and

security into an Enterprise Architecture.
• A foundation for understanding and using

business models.
• An explanation of what business capabilities are and

how to use them to improve business analysis and
planning.
• Details on how business scenarios can develop

resonant business requirements and how they
support and enable the organization to achieve its
business goals.
In addition, the Series Guides describe how to apply the Architecture

Development Method in an Agile delivery environment by breaking an
architecture development project into small time-boxed increments and
applying common Agile techniques. Finally, it provides reference models,
techniques for assessing and quantifying an organization’s Enterprise
Architecture maturity, and documents that provide guidance on using
project management techniques to manage the development of the
2.4. Similarities and Differences

Although the Zachman Framework and the TOGAF Standard have
different approaches to Enterprise Architecture, they also have some
similarities. For instance, both frameworks propose a structured approach
to modeling an organization, and they both aim to create a holistic view of
the organization that considers all of its key aspects.
20
An important difference between these frameworks is their focus. The

Zachman Framework emphasizes the six perspectives and six aspects of
the organization, while the TOGAF Standard covers a broader range of
topics, including technology, applications, and information systems. The
Zachman Framework is, therefore, suitable for organizations with a strong
focus on business processes and business rules. The TOGAF Standard, on
the other hand, is better suited for organizations that also have a need to
manage complex technology environments.
Lastly, the TOGAF Standard provides a process for developing
architecture, whereas most other frameworks do not. The process for
developing architecture is called the Architecture Development Method
and is briefly illustrated in Section 2.3.1.1.
2.5. Summary
Chapter 2 described the origins of Enterprise Architecture.
• A timeline was provided to illustrate the import events

that led to the emergence, evolution, and maturity of
the field of architecture.
• The two best-known architecture frameworks (the

Zachman Framework and the TOGAF Standard) were
explained, and the structure of both frameworks, as
well as the Architecture Development Method, was
briefly discussed.
• The chapter concluded with the similarities and

differences between the two frameworks.
21
CHAPTER 3
Architecture Definition
In Chapter 3, the definition of architecture is given. We learn that there
are several definitions and that each interpretation of the field has a
different point of view. The various definitions are all correct in themselves,
even though they differ slightly from each other. Giving an unambiguous
definition of architecture turns out to be not so easy.
3.1. Defining Enterprise Architecture

Ask someone to describe an apple. Nine times out of ten, the person will
come up with something like it is a round piece of fruit with a stem (and
a small leaf ) that contains vitamins. Some will also add a color to the
description. But the description could just as easily refer to a cherry, or a
grape. Granted, cherries and grapes are also fruits, but they are not apples.
To avoid comparing apples and oranges, definitions are used.
To this day, there are different views on the definition of Enterprise
Architecture. It seems that no single definition can be given to the field. It
even happens that several definitions are used within the same framework,
depending on the context [5].
The TOGAF Standard adopts the ISO/IEC/IEEE 42010:2011 standard
for defining Enterprise Architecture but leaves room for additional
interpretation.

Chapter 3 Architecture Definition
The fundamental concepts or properties of a system in its

environment embodied in its elements, relationships, and in the
principles of its design and evolution [6].
The Open Group’s framework has added the following to the above
definition, which it says depends on the context.
The structure of components, their inter-relationships, and the

principles and guidelines governing their design and evolution over
time [7].
Both definitions are obviously correct in content, but difficult to read

and understand for an organization beginning to develop Enterprise
Architecture. The following definition is self-conceived and uses simpler
language to explain what the essence of Enterprise Architecture is and
includes.
Enterprise Architecture is a framework for understanding and

managing the overall structure and strategy of an organization.
Enterprise Architecture is about creating a holistic view of the
organization's activities, including its business processes, information
systems, and technology infrastructure.
The purpose of Enterprise Architecture is to align these various
elements with the goals and objectives of the organization and to
ensure that the elements work together effectively and efficiently.
Enterprise Architecture focuses on identifying and resolving
inconsistencies in business operations and enables planning for
future growth and development.
24
This definition is a further and more comprehensive explanation

of what the TOGAF Standard prescribes. Describing and articulating
the definition more fully helps to understand exactly what is meant by
Where the definition talks about the overall structure and strategy of
an organization, it clarifies that Enterprise Architecture is more than a
field that focuses exclusively on an organization’s IT systems. The phrase
creating a holistic view of the organization’s activities indicates that
Enterprise Architecture takes on an organization-wide view. All activities
supported by business processes, information systems, and technology
infrastructure are interrelated. The next important point is the reference to
[aligning] with the goals and objectives of the organization. This indicates
that all activities performed by an organization, and all business processes,
information systems, and technology infrastructure used in the process
must be aligned with the organization’s objectives. Finally, Enterprise
Architecture should be used to identify and resolve inconsistencies so that
the achievement of objectives is not compromised. It is also used to plan
for future growth and development of the organization.
Enterprise Architecture is first and foremost about enabling an
organization to achieve its goals and objectives, thereby realizing the
organization’s strategy. It is used to address stakeholder concerns and
answer any questions they may have regarding the organization’s portfolio
or specific projects.
IT Architecture, on the other hand, is more technical in nature
compared to Enterprise Architecture. Therefore, the two are miles apart
from being the same. There is absolutely nothing technical to Enterprise
Architecture. Diagrams and matrices (often referred to as technical in
nature) are used to answer stakeholders’ questions and address their
concerns, not to illustrate technical solutions.
25
Enterprise Architecture oversees all the architecture domains (of which

Technology Architecture is one) and plays a coordinating role. It leaves
the execution of Technology Architecture to the IT Architects. As such,
Enterprise Architecture is considered a strategic business management
tool, not a technical instrument.
3.2. Summary
Chapter 3 discussed the definition of architecture that was given.
• The importance of having a clear definition was

touched upon in this regard.
• It was also noted that multiple definitions exist and that

each interpretation of the discipline is viewed from a
different point of view.
26
CHAPTER 4
Architecture Domains
The present chapter discusses and explains the existence of and difference
between architecture layers and domains. The importance of information
concepts is discussed as the main factor for the introduction of an additional
architecture domain: Information Architecture.
4.1. Domains and Layers

The field of architecture has matured over the years. The evolution and
application of architecture frameworks has contributed to this. Today,
more and more organizations are recognizing the value of architecture.
Many of these organizations have hired architects to bring structure,
coherence, and consistency to the way information systems are deployed,
business processes are executed, and strategy is implemented. However,
hiring an architect does not mean that the rest will take care of itself.
The Enterprise Architect plays a critical role in establishing, applying,
and evolving Enterprise Architecture. However, the organization itself
is not exempt from making a significant contribution. In fact, it is the
organization’s responsibility, in many areas. It is up to the organization to
define its strategy and to work with the architect to turn it into a realizable
implementation. Chapter 8, Section 8.3.3, describes how Enterprise
Architecture can help shape drivers, goals, objectives, and initiatives.
Section 8.4.1 takes a closer look at translating strategy into execution. Both
sections show that organizational participation in the architecture process
is essential.
Chapter 4 Architecture Domains
Of course, the organization is not always involved at the level

of translating strategy into execution. There are also situations and
challenges that an Enterprise Architect can address on his or her own. In
fact, there are many circumstances in which information must be gathered
in order to take the first step toward implementing a basic Enterprise
Architecture.
Many of these scenarios touch on the various facets of an organization.
They may involve organizational design, processes, and the information
used. The application landscape (what applications does the organization
use) is also important, as is the technology used. Gathering information
on these topics is one of the primary tasks of the architect. These aspects,
which interface with different parts of the organization, are called
architecture domains.
What began in Enterprise Architecture around the year 1990 – and
was then still in the technology corner – has managed to evolve over the
decades into a very mature field. A field that now covers all aspects of an
organization. These aspects are referred to as architectures or architecture
domains. For years it has been common to conflate architecture domains
and layers, but the two are distinct enough.
Architecture layers refer to the logical divisions of a software system
or application based on the functionality they provide. Each layer is
responsible for a specific aspect of the system and communicates with
adjacent layers through predefined interfaces. Common layers in a typical
software architecture include presentation (user interface), business logic,
and data storage. Separating the system into layers promotes modularity,
maintainability, and reusability.
Architecture domains, on the other hand, are broader divisions that
categorize different aspects of the overall system architecture. They
represent the areas of concern or expertise that architects need to address
while designing a complex system. Examples of architecture domains
include Business and Information Architecture, Application Architecture,
and Technology Architecture. Security Architecture is also considered to
28
be an architecture domain. Each domain focuses on specific concerns

and constraints related to its area and contributes to the overall design of
the system.
Architecture layers focus on organizing the components and
functionality of a system, while architecture domains categorize
different concerns and perspectives that must be considered during
the architectural design process. They are complementary concepts
used to create well-structured and comprehensive software and system
architectures.
The TOGAF Standard assumes three architecture domains
(Figure 4-1): Business Architecture, Information Systems Architectures,
and Technology Architecture. The domain in the middle, the Information
Systems Architectures, consists of two parts. The first part focuses on
data and deals with data entities, logical and physical data components.
The second part of the Information Systems Architectures deals with
applications. What is striking, especially given its name, is that the
Information Systems Architectures domain does not mention an essential
architectural concept, namely, information.
Figure 4-1. The TOGAF Standard architecture domains
29
4.2. The Information Domain

The framework (or standard) that does address the concept of information
is the BIZBOK Guide [8]. This Business Architecture Body of Knowledge
recognizes the importance of information. From this standard,
information concepts are introduced. Information concepts are described
in much more detail in the BIZBOK Guide than data entities are in the
TOGAF Standard. Data entities have less granularity than information
concepts. Aside from the difference between data and information, this
makes the two concepts incomparable.
The reason this book uses information concepts is twofold. First,
because of the much more comprehensive description of the concept in
the BIZBOK Guide, and second, because data is something different from
information. Data by itself does not have sufficient meaning. This means
that raw data without context has little added value. To give an example,
the address 1 Primary Lane is meaningless by itself. Without context, little
can be done with it. Adding the context of the President’s home address to 1
Primary Lane gives meaning to the raw data.
A second example is the row of numbers 22, 24, 26, 21, and 23. This
is also raw data, and without context it does not say much. When context
is added to this data, such as indicating that these are the expected
temperatures for next week, the data becomes meaningful. It becomes
information.
Data + context = information
The two examples show that information (data placed in context) is

a valuable concept. Therefore, information concepts are prominently
featured in the following chapters. These concepts are located in a fourth
architecture domain, Information Architecture.
30
4.3. Multi-domain Model

There are also views that suggest that there are as many as five domains.
In these five-domain models, the Business Architecture domain is divided
into two parts: an organizational part and a process part. The Information
Systems Architectures domain from the TOGAF Standard is also divided
into two parts. There is an information part and a data/application part.
Where the TOGAF Standard distinguishes between data and applications,
Business Architecture is very clear about the difference between
information on the one hand and data and applications on the other. The
fifth and final domain is technology. Figure 4-2 shows the five domains.
Figure 4-2. Five-domain architecture model
Personally, I think that a division into four architecture domains is still

the best. The Business Architecture domain consists of organizational
and process concepts; the Information Architecture domain contains
information concepts. The Application Architecture domain provides
applications and data objects, and the Technology Architecture
domain consists of technology components.
31
Based on these four architecture domains, I believe that the TOGAF

Standard could benefit from the addition of an essential architecture
domain, Information Architecture.
Ultimately, there is no one final or correct way to look at the domains
of Enterprise Architecture. The views presented here are illustrative.
Everyone is free to adopt the view that suits them best.
This book uses and expands upon the three architecture domains of
the TOGAF Standard. First, there is the Business Architecture domain.
Second, the Information Systems Architectures domain is divided into an
information part and a data/application part, creating the Information
Architecture and the Application Architecture domains. Third, the
Technology Architecture domain closes the ranks. This results in a four-
domain Enterprise Architecture model (Figure 4-3).
Figure 4-3. Model with four architecture domains
32
Figure 4-3 shows a layout of an Enterprise Architecture consisting

of the aforementioned four domains. Each of these architectures has
architectural elements that are specific to that domain. The basic elements
associated with the four architecture domains that are used in this book
are described in Chapter 6, Section 6.2.1.
4.4. Summary
Chapter 4 discussed the existence of and difference between architectural
layers and domains.
• The importance of information concepts was seen as a

major factor in introducing Information Architecture as
an additional architecture domain.
33
CHAPTER 5
Architecture Roles
This next chapter examines the growth of the profession and the relationship
of that growth to the emergence of the motley collection of architecture roles
and functions. The function of the Enterprise Architect is described in more
detail, and the similarities between this function and that of the Business
Architect are noted. Other architecture roles and functions are briefly
reviewed to give an idea of the variety that has emerged over the years.
5.1. Defining Roles and Functions

Within the field of architecture, there is still some confusion about the
roles and functions of architects. For example, is a Technical Architect a
role or a function? And what about an Application Architect or a Business
Architect? And the Enterprise Architect, is that a role or a function, or
maybe both? To end this ambiguity, it is helpful to take a look at the
difference between roles and functions, and then classify the various
names of architecture positions into the appropriate category.
The difference between a role and a function can be described as
follows. Roles are linked to the work processes that are performed, unlike
functions, which are much more linked to the hierarchical structure of
the organization. Staying in the context of architecture, an architect may
be assigned the role of Domain Architect, where in practice the person
performs the function of a Technical Architect (based on a more general
job description) within the hierarchy of the organization. To clarify, the

Chapter 5 Architecture Roles
person assigned to the role of Domain Architect is responsible for all

work processes related to a specific domain. The function assigned to this
person, that of a Technical Architect, allows the organization to place this
person hierarchically with the IT department. If the function assigned
to the person were that of a Business Architect, the hierarchical position
would not be with an IT department, but rather with another business
unit. In both situations, the role assigned to the person would still be that
of a Domain Architect.
5.2. Generic Roles

Within the field of architecture, there are several generic architecture roles.
These roles are shown schematically in Figure 5-1 and provide a high-level
overview.
Figure 5-1. Overview of generic architecture roles
36
Another random document with
no related content on Scribd:
from its mountain home, was probably the search after water, the
weather being very dry.
The relation which the development of the power of flight or of
walking, bears to the colour of the flesh, is well shown by a
comparison of this species with the Bald-pate or Blue Pigeon. The
flesh of the tree dove is dark red; that of the Mountain Witch is whiter
than a chicken’s: the former the more juicy, the latter tender, but dry;
both are delicious in flavour.
Various seeds and nuts I have found in the gizzards of many that I
have examined, some hard and stony; others farinaceous, and
comminuted. The seed of the lance-wood is said to afford it food.
The Mountain Witch is generally spoken of as rare, in the island;
but I suspect the remoteness and difficulty of access of its recluse
solitudes, have contributed to this opinion. Robinson gives
Clarendon as one of its localities: he says it is the most beautiful
pigeon in Jamaica. I should be inclined to say “the most beautiful
bird,” if we except the Long-tailed Humming-bird.
I had been assured by intelligent men, very familiar with these
birds, that the Mountain Witch lays in March, in the angle of the roots
of a tree, on the ground; that the young leave the nest about a week
after they are hatched, and are led about by the mother, who
scratches for them in the manner of a fowl. Some have declared that
they have been eye-witnesses of this; persons who have never
heard that this pigeon has any systematic affinity to the Gallinaceæ. I
made many inquiries and found the statement very general, almost
universal. A female shot in March had an egg in the oviduct, shelled
and perfectly ready for exclusion; it was of a dull reddish-white,
unspotted; and measured 1¼ inch by ⁷⁄₈.
Of many which were procured for me in May, nearly every one
was of the male sex; and they were shot from trees; on inquiry into
this anomaly, I was told that during incubation the male invariably
lodges in a neighbouring tree; a singular deviation from its ordinary
habits.
There is no appreciable difference between the sexes, except that
the male has the vent, under tail-coverts, and thighs of a deeper
chestnut, and empurpled. The red of the quills is also brighter.
PARTRIDGE DOVE.[93]
Mountain Partridge.
Geotrygon montana.
Columba montana, Linn.
Columba Martinica, Temm. Pig. 5, 6.
? Peristera cuprea, Wagl.
[93] Length 9½ inches, expanse 17½, flexure 6, tail 3⁴⁄₁₀, rictus 1, tarsus
1¼, middle toe 1¹⁄₁₀. Irides golden yellow; feet flesh-colour, front of tarsi
bright red; beak reddish horn-colour, base dark-red; naked skin of face
blue, red in the centre; edge of eyelids scarlet.
Male. Upper parts bright chestnut, more or less flushed with a purple
iridescence, chiefly on neck and back. Breast pale purplish-brown,
softened to white on throat and chin; a band of deep chestnut runs
forward from the ear to the throat. Belly and under tail-coverts, buff-white.
Female. Upper parts dark olive, glossed; a few (sometimes nearly all)
of the feathers tipped with bay; head rather browner. Wing-quills blackish:
tail blackish, outmost feather tipped with white, a broad spot of chestnut
on the inner web. Throat whitish; breast and sides dusky; under parts
reddish-white.
I am convinced that our Partridge dove is the montana of Linnæus,

and not his Martinica; the Martinica of Temminck, and not his
montana; the Pigeon roux de Cayenne of Buffon, and not his P. de la
Martinique; and that it is not the montana of Audubon;—provided the
descriptions and figures of these naturalists faithfully represent their
originals.
This bird, the female of which is the least beautiful of all our
Doves, is generally scattered. It affects a well-wooded country, and is
found in such woods as are more choked with bushes than such as
the Whitebelly prefers; though they often dwell together. It is
essentially a ground-pigeon, walking in couples or singly, seeking for
seeds or gravel on the earth. It is often seen beneath a pimento
picking up the fallen berries; the physic-nut also and other oily seeds
afford it sustenance. Sam once observed a pair of these Doves
eating the large seed of a mango, that had been crushed. With
seeds, I have occasionally found small slugs, a species of Vaginulus,
common in damp places, in its gizzard. Often when riding through
the Cotta-wood, a dense and tangled coppice near Content, I have
been startled by the loud whirring of one of these birds, and at the
same instant its short, thick-set form has shot across on rapid wing,
conspicuous for a moment from its bright rufous plumage, but
instantly lost in the surrounding bushes. When on the ground it is
wary and difficult of approach; but if it takes a tree, it seems less
fearful, and will allow the aim of the sportsman. It is in the dry
season, and particularly during the parching norths that prevail at
intervals from November to March, that the Partridge, as well as one
or two other species of Dove, is numerous in the lowland woods. In
the summer it is much less frequently seen and then only in the deep
woods.
In some districts it is very abundant, though Dr. Chamberlaine
intimates that it has become scarce in the neighbourhood of
Kingston. He mentions, as localities in which it may still be found,
“the pastures beneath the Ferry-hills, and other cool and retired
retreats in the parishes of St. Catherine’s, St. John’s, St. Ann’s, &c.”
To these I can add from my own observation, that it is common about
Auld Ayr and Shrewsbury woods, and abundant at Content, the
Cotta-wood, and Vinegar Hill, in St. Elizabeth’s and Westmoreland.
In the last named locality, a lad caught twenty or more, in springes,
during two or three days, in February. It is readily kept in a cage with
other Doves, and fed with maize.
In the Short Cut of Paradise, where the sweet-wood abounds, the
Partridge is also numerous; in March and April when these berries
are ripe, their stomachs are filled with them. Here at the same
season, their cooing resounds, which is simply a very sad moan,
usually uttered on the ground; but on one occasion we heard it from
the limb of a cotton tree at Cave, on which the bird sitting, with its
head drawn in, was shot in the very act. But at a little distance, the
voice is not distinguishable from the moan of the Mountain Witch.
A notion prevails that the dark coloured bird is the male, and the
rufous one the female; but I have proved the contrary, by repeated
dissections.
One day in June, I went down with a young friend into a wooded
valley at Content, to look at a Partridge’s nest. As we crept
cautiously towards the spot, the male bird flew from it. I was
surprised at its rudeness; it was nothing but half-a-dozen decayed
leaves laid one on another, and on two or three dry twigs, but from
the sitting of the birds it had acquired a slight hollowness, about as
much as that of a skimmer. It was placed on the top, (slightly sunk
among the leaves) of a small bush, not more than three feet high,
whose glossy foliage and small white blossoms reminded me of a
myrtle. There were two young, recently hatched; callow and
peculiarly helpless, their eyes closed, their bills large and
misshapen,—they bore little resemblance to birds.
On another occasion, I saw the male shot while sitting; the nest
was then placed on a slender bush, about five feet from the ground.
There were but two eggs, of a very pale buff colour; sometimes,
however, they are considerably darker.
When seen alive, or recently killed, the affinity of the Partridge-
dove to the Mountain Witch is very apparent; the stout form, the
colour of the feet, of the beak, and of the eyelids, and particularly the
conical form of the head, and a tendency to the projecting hood-like
plumage of the occiput, help to indicate its true place. It has little
resemblance to either a Zenaida or a Peristera. The flesh is very
white; like that of its congener.
The woodsmen speak of a Blue Partridge, and a Red-necked

Dove; the former is figured by Robinson, and is no doubt a ground
pigeon. The Spanish Partridge (Starnænas cyanocephala) is not
considered as indigenous in Jamaica, though it is frequently
imported thither from Cuba. It may, however, yet be found in the
precipitous woods of the north side; Albin, Brisson, Buffon, and
Temminck, attribute it positively to our island.
Order.—GALLINÆ. (Poultry.)
Fam.—PHASIANIDÆ. (The Pheasants.)
GUINEA-FOWL.[94]
Numida meleagris.—Linn.
[94] Length 21¼ inches, expanse 31½, flexure 10½, tail 5½, rictus 1½,
tarsus 3½, middle toe 2⁴⁄₁₀. Irides hazel; feet black.
In a country whose genial climate so closely resembled its own,

and which abounded with dense and tangled thickets, the well-
known wandering propensities of the Guinea-fowl would no doubt
cause it to become wild very soon after its introduction. It was
abundant in Jamaica as a wild bird, 150 years ago, for Falconer
mentions it among the wild game, in his amusing “Adventures.” I
shall confine myself to a few notes of its present habits, which are in
all probability those of its original condition.
The Guinea-fowl makes itself too familiar to the settlers by its
depredations in the provision-grounds. In the cooler months of the
year, they come in numerous coveys from the woods, and scattering
themselves in the grounds at early dawn, scratch up the yams and
cocoes. A large hole is dug by their vigorous feet in very short time,
and the tubers exposed, which are then pecked away, so as to be
almost destroyed, and quite spoiled. A little later, when the planting
season begins, they do still greater damage, by digging up and
devouring the seed-yams, and cocoe-heads, thus frustrating the
hopes of the husbandman in the bud. “The corn is no sooner put into
the ground than it is scratched out; and the peas are not only dug up
by them, but shelled in the pod.” (Dr. Cham.) The sweet potato,
however, as I am informed, escapes their ravages, being invariably
rejected by them. To protect the growing provisions, some of the
negro peasants have recourse to scarecrows, and others endeavour
to capture the birds by a common rat-gin set in their way. It must,
however, be quite concealed, or it may as well be at home; it is
therefore sunk in the ground, and lightly covered with earth and
leaves. A springe is useless, unless the cord be blackened and
discoloured so as to resemble the dry trailing stem of some creeper,
for they are birds of extreme caution and suspicion. It is hence
extremely difficult to shoot them, their fears being readily alarmed,
and their fleetness soon carrying them beyond the reach of pursuit.
But the aid of a dog, even a common cur, greatly diminishes the
difficulty. Pursuit by an animal whose speed exceeds their own,
seems to paralyze them; they instantly betake themselves to a tree,
whence they may be shot down with facility, as their whole senses
appear to be concentrated upon one object, the barking cur beneath,
regarding whom with attent eyes, and outstretched neck, they dare
not quit their position of defence. Flight cannot be protracted by
them, nor is it trusted to as a means of escape, save to the extent of
gaining the elevation of a tree: the body is too heavy, the wings too
short and hollow, and the sternal apparatus too weak, for flight to be
any other than a painful and laborious performance.
The Guinea-fowl is sometimes caught by the following stratagem;
a small quantity of corn is steeped for a night in proof rum, and is
then placed in a shallow vessel, with a little fresh rum, and the water
expressed from a bitter cassava, grated; this is deposited within an
inclosed ground, to which the depredators resort. A small quantity of
the grated cassava is then strewn over it, and it is left. The fowls eat
the medicated food eagerly, and are soon found reeling about
intoxicated, unable to escape, and content with thrusting the head
into a corner. Frequently a large part of the flock are found dead,
from this cause.
Though savoury, and in high request for the table, the Guinea-fowl
sometimes acquires an insufferably rank odour, from feeding on the
fetid Petiveria alliacea; and is then uneatable.
The eggs are deposited in the midst of a dense tussock of grass,
to the amount of a dozen or more. It is said that occasionally the
number is greatly higher; and that they are laid stratum super
stratum, with leaves between. If this is true, probably more than one
hen participates in the maternity. The wild bird’s egg measures 1⁷⁄₁₀
by 1⁴⁄₁₀ inch; and weighs 6 dr., 1 sc., 2 gr.—(Rob. MSS.)
Fam.—TETRAONIDÆ. (The Grouse.)

QUAIL.[95]
Ortyx Virginiana.
Tetrao Virginianus, Linn.—Aud. pl. 76.
Ortyx Virginiana, Steph.
[95] Length 9¼ inches, expanse 14¼, flexure 4½, tail 2⁴⁄₁₀, rictus ⁷⁄₁₀,
tarsus 1½, middle toe 1⁴⁄₁₀.
This beautiful game-bird, a native of North America, was

introduced into Jamaica about a hundred years ago, where it was
very soon naturalized, and became abundant. It is found in almost all
situations, where there is cover; and from its peculiar manners, its
loud call, and the sapidity of its flesh, is familiar to all.
It is scarcely seen but in coveys of a dozen or more, which run
among the grass, and, if alarmed, lie so close, as to be unseen till a
person is at the spot; when suddenly they rise from beneath his feet,
and fly on rapid wing, and with loud whirr, to a short distance; then
descending, run so swiftly as to defy pursuit. If, however, on
springing a covey of Quail, we remain perfectly still, and keep a
watchful eye on the spot whence they arose, we may chance to see
one or two still squatting among the grass; for often some remain
after their companions have departed.
Various kinds of pulse, and graminaceous seeds afford it food; in
winter it lives largely on the small spotted peas of the lesser fee-fee,
(Clitoria Virginiana.)
Robinson describes the egg:—“the colour, white; length 1¼,
breadth ¹⁵⁄₁₆ inch. Nineteen were found in one nest.”—(MSS. iii.
159.) He afterwards says, “A nest has been known to contain no less
than thirty.”
Before I dismiss the Gallinaceous birds, I may mention an

interesting fact, of which Mr. Hill informed me; that the Turkey is, as
far as European knowledge is concerned, indigenous to the greater
Antilles, having been found by the Spanish discoverers, already
domesticated by the Indians; and that the European domestic breed
is descended from West Indian, and not from North American
parentage. This would perhaps tend to confirm, what has been
suspected, that the domestic Turkey is specifically distinct from the
wild Turkey of North America.
Order.—GRALLÆ. (Waders.)
Fam.—CHARADRIADÆ. (The Plovers.)
SHORT-BILLED PLOVER.[96]
Ægialites melodus.
Charadrius hiaticula, Wils.—Aud. pl. 220.
Charadrius melodus, Ord.
[96] Length 7 inches, expanse 14½, flexure 4⁵⁄₈, tail 2³⁄₁₀, rictus ⁵⁄₁₀,
tarsus 1, middle toe 1⁷⁄₂₀. Intestine 14 inches: two cæca, 1 inch long.
I have nothing to add to Wilson’s memoir of this little bird. About

the beginning of November, they arrive in Jamaica from the north;
after which they may be seen running swiftly on the mud of
morasses, and on the sea-beach, in company with Sand-pipers.
They feed on small mollusca, worms, &c.
KILDEER PLOVER.[97]
Tilderee.—Tell-tale.
Ægialites vociferus.
Charadrius vociferus, Linn.—Aud. pl. 225.
Ægialites vociferus, Boie.
[97] Length 9½ inches, expanse 18, flexure 5½, tail 3³⁄₁₀, rictus ⁸⁄₁₀,
tarsus 1⁶⁄₁₀, middle toe ¹⁹⁄₂₀.
It is in the large open pastures of the lowlands that the Tell-tale

dwells. The traveller, as he passes along, is startled by the sudden
rise of a dozen or twenty of these birds, almost from under his feet,
before unseen, but now manifesting their presence by the shrillest
cries, as they wheel swiftly round in a large circle, alighting near the
spot whence they arose. In winter great numbers flock to the stony
plains, which flying in a dense body afford a fair mark to the
sportsman, by whom their flesh is esteemed. The majority of these
birds seem to be merely winter visitants, but a few certainly do
remain with us through the summer. Robinson says, they lay their
eggs among the stones near the rivulets.
One which was shot and wounded in the wing I introduced to the
doves, in a large packing-case, the front of which was removed, and
replaced by gauze. Immediately on being put in, it began vigorously
charging at the gauze, as if it had no idea of any impediment there,
running backward a little way, and then dashing at it; and this without
an instant’s intermission, now and then leaping up, and uttering its
wild cry. For a few minutes its impetuous motions seemed to stupify
all the doves, who gazed in astonishment; but presently a young
Bald-pate, who occupied one of the front corners, a very cross and
surly fellow, began to peck and beat the little Plover, driving him
about the cage without mercy. I had been struck at the first entry of
the bird with its remarkable height, owing to the length of the tarsi,
and the upright, bold attitude in which it stood. At length to escape
the persecutions of the Bald-pate, it suddenly squatted down in one
of the back corners, bringing the tarsi flat on the ground, and the
tibiæ on them, so that I was now struck with its flatness and
closeness to the ground; and I saw how it is that we so often hear
their cry very near, when we can see no trace of them, and often
suddenly lose sight of them when watching them running. I feel
assured that this squatting is the bird’s natural resource for
concealment; for on being alarmed suddenly, its first impulse is to
bend partially the heel, bringing the body nearer the ground; if the
danger appear to increase, it brings the tarsi flat, the tibiæ still being
inclined; the body seems now in contact with the ground; but a
greater terror brings it still lower, so that it really appears as if half
sunk in the earth; and now no advance of the danger affects it, if
there be no opening to run; it lies quite passive; its resource is
exhausted.
My captive lay thus unmoved for a while, though the restless Pea-
doves, in running from side to side, walked over it, trampling it under
foot at every turn. When it did get up, however, and came to the
front, it was again instantly assaulted by the Bald-pate, who struck it
with his wing, and seized its beak with his own, and pinched it.
Pitying it under these inflictions, I took it out, and allowed it to run
about the room. Its actions now became quite entertaining; it ran
backward and forward with surprising fleetness, but, not being used
to the smoothness of board, though the floor was not at all polished,
and wanting the support of the back-toe, its speed was continually
causing it to slip, the feet sliding forward, so as to bring the bird
down upon its tail. Now and then it would stop, and make repeated
efforts to jump over the skirting-board, which being black, and the
wall white, I suppose it mistook the latter for empty space. While
doing this, it ever and anon emitted its loud pipe with startling
shrillness. Having run into a corner, it allowed me to take it up in my
hand without fluttering. When it stood, it jerked its head up and
down. It was exceedingly active, when not lying close for
concealment; it was not still a moment; besides the flirting of the
head and tail, a tremulous motion pervaded the body, so that it
seemed to be shivering. When about to take a single step, this was
manifested in an odd manner; the foot touching the ground three or
four times before it was put down. When it had become more at
home, it devoured earthworms greedily, and would pick minute shells
and entomostraca from a saucer of water, in which was a root of
water-cress. In the cage it delighted to stand in its water-saucer, but
when loose, the saucer being placed in one corner, it would run
rapidly in and out, now and then stopping to pick at the contents.
My own acquaintance with the Grallatorial and Natatorial visitants
of Jamaica is but slight. On the authority of Mr. Hill, I add to the
Charadriadæ above mentioned, the Ring Plover (Ægialites
semipalmatus), the Golden Plover (Charadrius Virginiacus), the
Squatting Plover (Squatarola Helvetica), and the Turnstone
(Strepsilas interpres).
Fam.—ARDEADÆ. (The Herons.)

COMMON GAULIN.[98]
Egretta nivea.—Mihi.
[98] Length 21½ inches, expanse 35½, flexure 9¾, tail 3½, rictus 3¾,
tarsus 4, middle toe 2⁸⁄₁₀. Irides pale straw-yellow; feet, cheeks and
orbits, pale pea-green; beak bluish-grey, tip black, gonys white. Plumage
snow-white; tips of the first six primaries dashed with pale grey.
It was on the 1st of August, the anniversary of freedom to the

slave, that I first met with this beautiful bird. By a singular
coincidence, Sam had been just describing it to me, as a bird not yet
obtained, when, scarcely five minutes after, on going into the yard,
he instantly came running in, saying, “Here is a Gaulin, Sir!” I
snatched up my gun and ran out, and saw the snow-white bird sitting
on a castor-oil tree, just over the brook. I crept softly towards it, but
there being no concealment, it took alarm, and flew before I could
approach, and I lost it among the woods. I determined, however, to
seek it, and bade my lad follow me. We had noted the direction
which it had taken, and pursued it towards a bend of the river. Before
we had gone a hundred yards through the bush, Sam sung out; and
there was the bird wheeling round in the air close to us, and in a
moment it alighted on the topmost twig of a low tree. I fired, nervous
with expectation, and the next instant the lovely bird was at my feet,
with unruffled plumage, and but a single drop of blood oozing
through the neck.
Some weeks after I saw another directing its flagging flight over
the pasture; it rose gradually as it proceeded, till, when over the river,
it began to wheel in large circles at a considerable height. After
perhaps half-a-dozen gyrations, it flew off in nearly a straight line for
a quarter of a mile or more; then circled in like manner; and again
pursued the same course until I lost it from sight.
The Gaulins, or Egrets, are usually shy and vigilant birds, but not
invariably. One day in May, as I was riding past Cave, my attention
was called to one of this species, which was fishing in the shallows
off the rivulet’s mouth, whither it had resorted for several days past.
Its tameness was remarkable; for negro women were washing within
a few yards, and it permitted me to ride towards it, and to approach
almost close, without being alarmed, merely walking slowly away; till
at last, when I was within three or four yards, it slowly rose to flight,
but alighted not half a stone’s cast distant. I was pleased to watch it
a while, observing the spotless whiteness of its plumage, and the
gracefulness of its form and motions, as it arched its beautiful neck
with the elegance of a swan.
In some situations this is not a scarce bird. Passing along by
railway from Kingston to Spanish Town, I have observed in June, the
white forms of many Gaulins studding the verdant meadows called
the Ferry marshes, taking their morning meal in the shallows, and by
the borders of Fresh River. Six or eight were within the space of a
hundred yards, all feeding, yet not associating.
On a moringa-tree near the house at Robin’s River, the young
friend, to whom I am indebted for several notes, used to see the nest
of a White Gaulin, consisting of sticks and twigs, and about as large
as a washing-basin; but being in an enclosure, he could not examine
it. He used often, in passing, to see the bird sitting in it, and looking
fearlessly at the passengers; for it is close to the high-road. He
described its beautiful appearance, as it sat in its unspotted purity,
with its long neck gracefully bent into sigmoid curves, as it gazed
hither and thither.
This bird is closely allied to the following species, from which it is
distinguished by the colour of the beak, lores, and feet, and by the
ashy tips of the quills.
BLACK-LEGGED GAULIN.[99]
Snowy Heron.—Wils.
Egretta candidissima.
Ardea candidissima, Gmel.—Aud. pl. 242.
Egretta candidissima, Bonap.
[99] Length 22 inches, expanse 34½, flexure 9¹⁄₁₀, tail 3¹⁄₁₀, rictus 3⁹⁄₁₀,
tarsus 4, middle toe 2⁶⁄₁₀. (A female.)
This is much more rare than the preceding species; but two
specimens having fallen under my observation, both of which
occurred in the middle of the winter. It is probably a migrant from the
continent; the preceding, however, is a permanent resident with us.
From the rarity of its occurrence, I can add nothing to Wilson’s
account of this species; except that in the stomach of one I found
twenty-nine small silvery fishes, a species of Smaris.
BLUE GAULIN.[100]
Blue Crane, or Heron.—Wils.
Egretta cœrulea.
Ardea cœrulea, Linn.—Aud. pl. 307.
Ardea cœrulescens, Lath.
Egretta cœrulea, Bonap.
[100] Length 22 inches, expanse 37, flexure 11, tail 3⁸⁄₁₀, rictus 3⁷⁄₁₀,
tarsus 4, middle toe 2⁸⁄₁₀. One cæcum, rudimentary, 2½ inches from
cloaca.
The slender contour of this bird, its arching purple neck, its
filamentous crown-plumes, and the long pointed scapulars arching
down over its back, combine with its graceful motions and delicate
hue, to give this bird an aspect of peculiar elegance. Less suspicious
than most of its tribe, it will frequently allow the beholder to stand
and admire it, without alarm, as it stands in some shallow stream, or
secluded pool, intent on its occupation, while the glassy surface
gives back its beautiful form, unbroken. Its motions are deliberate
and slow while watching for prey; yet its seizure of prey is sudden,
and as quick as the lightning-flash. It feeds principally on small crabs
and prawns; which I have always found changed in appearance, by
the process of digestion; the shell reddened and the flesh
coagulated, as if by boiling. In one I have found a number of minute
eel-like fishes, about an inch and a quarter long, probably the fry of a
muræna; in another, insects. It is usually found excessively fat.
A specimen, shot from a tree, fell into rather deep water; and
though one foot was disabled, it struck out vigorously with the other,
and swam in an upright posture, with the head drawn back (not
struggling,) several yards, before it was seized.
It is not common enough for me to determine whether it is
migratory or not; I have obtained specimens on the 16th of
September and on the 9th of April, and through the intervening
winter.
RED-NECKED GAULIN.[101]
Egretta ruficollis.—Mihi.
[101] Length 25½ inches, expanse 36½, flexure 9¾, neck 10, tail 2½,
rictus 4½, tarsus 4, middle toe 3¼.
Irides cream-white; lores deep fulvous, with an oblong dusky spot near
the edge of upper mandible; beak, black above, clay-colour beneath; feet
dull pea-green. Crown, cheeks, and neck pale brick-red, mingled with
dark grey feathers. Back ashy-grey, with pale reddish tips; scapulars and
quills blue-grey; coverts grey with red tips, almost wholly red towards the
edge of the wing. Rump and tail-coverts white. Tail dark grey. Chin,
throat, and whole under parts yellowish-white, but down the front of neck
an irregular series of rufous feathers, forming dashes on the white; and a
few blackish feathers on the breast.
I first met with this undescribed species in a little excursion up the

beautiful Burnt Savanna River, on the 25th of November. The
immense morass through which it flows, looking like a sea of rushes,
relieved here and there by clumps of the tall and slender palmetto,
affords shelter and sustenance to immense numbers of aquatic
birds, in common with Black River, of which this is a main branch. Of
this species of Gaulin, which is not remarkable for beauty, the only
specimen, besides, that I met with, was shot by Sam, at Bluefields
Creek, on the 7th of May. Both individuals had been feeding on a
small species of Gobius, called mud-fish.
Though birds which feed exclusively on animal matters are
ordinarily marked by the shortness of the intestinal canal, the tribe
before us forms a remarkable exception to this rule; while the body
of this bird was less than four inches in length, the intestine
measured seventy-two inches. The neck is more than usually long in
this species.
It is doubtless a permanent resident in the Island.
GREEN BITTERN.[102]
Crab-catcher.
Herodias virescens.
Ardea virescens, Linn.—Aud. pl. 333.
Herodias virescens, Bonap.
[102] Length 18 inches, expanse 25½, flexure 7¼, tail 2⁷⁄₁₀, rictus 3,
tarsus 2²⁄₁₀, middle toe 1⁸⁄₁₀. Intestine 44½ inches, very slender.
This richly-coloured species is found wherever there is running

water; and most abundantly, where in the plains the sluggish
streams expand into broad reedy pools, or spongy marshes. Though
perfectly solitary in its habits, one may frequently see in such
situations a dozen within a quarter of a mile; and as we walk on,
another and another long neck is suddenly reared above the grass,
to gaze at the intruder and estimate the danger. Usually they are too
wary to allow of a near approach; but this varies according to the
locality; for while, in lonely places, as Paradise marshes, one may
easily get within shot, in such streams as Bluefields and Robin’s
River, where persons are continually passing, an approach within a
long distance instantly puts the watchful bird upon the wing. In the
former case it alights again immediately, but in the latter it does not
stay its flight, until it gains the shelter of the woods, or a distant part
of the stream. But in the morning, as soon as its appetite has been
sated, its stomach gorged with prey, it often rests on some dry tree in
the vicinity, whence it is less willing to fly, and may often be
approached and shot with ease.
Near where the Sweet River roars and boils beneath the bridge,
on the road from Bluefields to Savanna le Mar, there runs along by
the side of the road, a narrow stream with grassy banks. As I was
riding by, one day in July, I observed one of these Bitterns on the
bank. It was not sufficiently alarmed to take flight as I passed, and I
therefore drew up under the shade of a cocoa-nut palm on the other
side to watch it. A few minutes it remained in suspicious stillness,
eyeing me askant. At length with much deliberation it walked towards
the edge, where it stood, intently watching the grass and short reeds
that fringed the side. Presently it picked something from a stalk of
grass, which it swallowed; it then waded slowly into the stream till the
water reached above the tarsus, and there stood gazing motionless,
except that now and then it suddenly altered the direction of its
glance. A quick stroke of its powerful beak brought up something of
considerable size, with which it walked ashore; it dropped its prey on
the grass, and began to pick from it. Wishing to know what it was, I
drove the bird away, but it was cunning enough to pick up its booty
and carry it off, so that I was none the wiser. It was probably a root of
some aquatic plant. The Bittern, however, soon returned, and taking
its former place, resumed the occupation of picking insects from the
grass, that grew in the stream. As it walked hither and thither, the
beautiful chestnut neck was alternately thrown forward and bridled
up, with a pretty affectation, and the short tail was depressed and
agitated with a rapid perpendicular vibration. I would have observed
it longer, but a rude group of negroes passing, it flew away over the
adjacent logwood bushes.
The flight of all the Herons is flagging and laborious: I have been
amused to see a Humming-bird chasing a Heron; the minuteness
and arrowy swiftness of the one contrasting strangely with the
expanse of wing and unwieldy motion of the other. The little
aggressor appears to restrain his powers in order to annoy his
adversary, dodging around him and pecking at him like one of the
small frigates of Drake or Frobisher peppering one of the unwieldy
galleons of the ill-fated Armada. Now and then, however, I have
noticed this and other species of Heron intermit this laborious
motion, and sail swiftly and gracefully on balanced wings, particularly
when inclining their flight towards the earth.
When wounded, so as to be unable to fly, the Green Bittern seeks
to escape by running, which it does swiftly, the neck projected
horizontally, uttering a low cluck at intervals. Its ordinary call, often
uttered from the morasses and mangrove swamps, is a loud scream,
harsh and guttural.
In each specimen that I dissected, the stomach was enormous,
occupying the whole length and breadth of the body; it usually is
found distended with the larvæ of libelluladæ and dyticidæ, and with
freshwater prawns. The latter lie in the stomach always in the same
way; viz. doubled up, the head and tail pointing forwards, the only
way in which they could be swallowed with safety.
In all the Ardeadæ that I have examined, there are on the breast
two masses of filamentous down, commonly of a pale buff hue, lying
just over the furcula; beneath which, attached to the inner surface of
the skin, are two flat glandular bodies of singular appearance. A
similar tuft and structure are found just above the tail. With their
object I am quite unacquainted.
LITTLE YELLOW BITTERN.[103]
Tortoiseshell-bird.
Ardeola exilis.
Ardea exilis, Gmel.—Aud. pl. 210.
Ardeola exilis, Bonap.
[103] Length 13¼ inches, expanse 16¼, flexure 4½, tail 1½, rictus 2¼,
neck 6, tarsus 1⁶⁄₁₀, middle toe 1¾. Intestine 41, body 2½.
This minute Heron is not unfrequently seen dodging about the

edges of the tall reeds that clothe the morasses, or among the rank
sedgy grass that borders the streams. If alarmed it does not usually
fly, but darts into the rushy cover, where the thinness of its form
enables it to make its way with ease. Frequently it crouches, as if
hoping to lie unobserved.
The stomachs of several that I have dissected contained small
fishes and Crustacea.
QUOK.[104]
Night-heron or Qua-bird.—Wils.
Nycticorax Americanus.
Ardea nycticorax, Linn.—Aud. pl. 236.
? Ardea violacea (immature), Ibid.
Nycticorax Americanus, Steph.
[104] Length 24 inches, expanse 41½, flexure 12, tail 4¾, rictus 3⁵⁄₈,
tarsus 4¼, middle toe 2¾. A male, immature; occipital plumes 3½ inches
long. I have not seen the adult.
Though a common inhabitant of the deep and fetid morasses,

where the sombre mangrove crosses its tangled roots in inextricable
confusion, this fine bird is much oftener heard than seen. The
superstitious negro, whose heart is in his throat if he is compelled to
stir beyond his threshold by night, is often startled by the loud and
hoarse quok of this bird, suddenly emitted from the dark solitudes on
either side of the road, or from the branches of a tree above his
head, where the bird is roosting for the night. Occasionally, when out
before day, seeking some birds which are to be shot only at dawn, I
have myself heard the same loud cry repeated with deliberation,
while the sudden flapping of large wings told that the bird, not less
startled, was seeking a station less liable to interruption, farther
within the morass. In floating down such broad streams as Burnt
Savanna, or Black River, where they are margined by tall
overhanging mangrove-woods, we often see this bird, seated on
some high branch, which commands a wide prospect; but no sooner
is the canoe espied, than he spreads his immense wings, and sails
heavily off with the customary vociferation. Vigilant and suspicious, it
is not an easy thing to shoot the Quok, unless the sportsman see it
first, and conceal himself before he is discovered, or cautiously
creep towards the secluded retreat where he hears the voice. But
this is almost a forlorn hope; for the senses of the bird are very
acute, and he takes alarm from the slight sounds made by the most
circumspect footsteps, and escapes in time. Any unusual noise will
provoke the utterance of the unmusical voice; a shout, or the report
of a distant gun, will be answered from several parts of the morass;
and not only by this species, but in various tones by other Herons
and Bitterns.
It is a noble bird; its commanding height, erect attitude, stout built
frame, fiery eye, powerful beak, hanging crest, and handsome
plumage, give it an imposing aspect. Crabs and other Crustacea
form its principal diet; evidently swallowed entire, though often of
considerable size. The flesh is dark; the fat, which is usually
abundant, is of a deep yellow tinge. Notwithstanding the powerful
voice of this bird, the trachea is weak, and destitute of convolution or
enlargement, save at the divarication of the bronchi.
A specimen was shot in April, in the spotted plumage, which is
supposed to indicate youth. It fell into the water, wounded, where it
began to swim, the head erect, and the body no more immersed
than that of a duck; it struck out with both feet, and made rapid way
towards the roots of a mangrove near, on reaching which it jumped
out of water, and ran up, but was then secured. In this state it is
sometimes called the Guinea-hen Quok, from the white spots on the
grey ground; and I am not sure that it is not distinct. One that was
shot in May in this plumage, a female, had eggs in the ovary as large
as pepper-corns.
Mr. Hill mentions to me as indigenous Ardeadæ, besides such as

have come into my hands,—the Great Heron (Ardea Herodias), the
Great White Heron (Egretta leuce?), the American Bittern (Botaurus
minor), and the Roseate Spoon-bill (Platalea ajaja).
The first of these was not an unfamiliar visitant in the vicinity of
Bluefields, being often seen by myself and others at early dawn on
the sea-shore, and at the edges of the mangrove swamps. Once or
twice we have known a particular tree on which the bird roosted, and
Sam has repeatedly watched both before break of day and after
dusk, but could never succeed in obtaining a shot at the bird, so
excessive was its vigilance.
The second I once saw at a great distance while on the Burnt
Savanna River in November, its long white neck towering above the
thick reeds; I judged it to be between four and five feet high. At
length it flew to a distant tree; the morass precluding the possibility of
my gratifying my desire to possess it.
This is, I presume, the species alluded to by Mr. Hill in the former
part of the following note.—“I must not omit to mention that in Cuba I
saw very usually, in the small farms by the sea-side, the large White
Egret or Garzota in a state of mansuetude. The Flamingo was not
unfrequently its companion in this unrestrained captivity, if we may
use this contradictory expression to represent a state where
reconcilement to servitude included a full permission to the birds to
use their wings in flight. The abundant food obtained from the refuse
of the fishermen’s nets on the beach at day-break, supplied them
with an early and full meal for the day, and explained the mystery of
this willing captivity. In St. Domingo I visited a woodland farm,

Getting Started With Enterprise Architecture: A Practical and Pragmatic Approach To Learning The Basics of Enterprise Architecture Eric Jager

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Getting Started with Enterprise

Architecture: A Practical and Pragmatic

Getting Started with Enterprise Architecture: A

Introduction to SparxSystems Enterprise Architect:

Solution Architecture Patterns for Enterprise: A Guide

The Togaf(r) Enterprise Architecture Foundation Study

Mapping the Enterprise: Modeling the Enterprise as

Everyday Enterprise Architecture: Sense-making,

Everyday Enterprise Architecture: Sense-making,

Mapping the Enterprise: Modeling the Enterprise as

ISBN-13 (pbk): 978-1-4842-9857-2 ISBN-13 (electronic): 978-1-4842-9858-9

Copyright © 2023 by Eric Jager

About the Reviewer�����������������������������������������������������������������������������ix

Chapter 3: Architecture Definition������������������������������������������������������23

Chapter 4: Architecture Domains�������������������������������������������������������27

Chapter 5: Architecture Roles������������������������������������������������������������35

Chapter 6: Architecture Visualization�������������������������������������������������47

Chapter 7: Architecture Positioning���������������������������������������������������77

Chapter 8: Architecture Implementation��������������������������������������������83

Chapter 9: Next Steps�����������������������������������������������������������������������229

Chapter 10: Architecture Application�����������������������������������������������233

Chapter 11: Closing Remarks�����������������������������������������������������������247

Appendix A: Example Information Map��������������������������������������������249

Appendix B:Example Maturity Model����������������������������������������������255

Appendix C:Example Work Package View���������������������������������������261

Enterprise Architecture is a framework for understanding and

© Eric Jager 2023 1

With this approach, a basic implementation of Enterprise Architecture can

implementation needs of the existing organization. I will also show you

© Eric Jager 2023 5

Today, organizations use Enterprise Architecture to optimize

Table 2-1. Major events in the field of architecture

First publication of the Zachman Framework with all six columns

A 3.0 version of the Zachman Framework is published, labeled Enterprise

First release of the BIZBOK Guide

2012 ArchiMate 2.0 is released

The BIZBOK Guide 11.0 is released

ArchiMate 3.2 is released

2023 The BIZBOK Guide 12.0 is released

The framework emphasizes the importance of exploring each cell

Figure 2-1. The Zachman Framework in its most generic form

The Zachman Framework is an ontology – a theory of the existence

The Zachman Framework is not a methodology for creating the

2.3. The Open Group Architecture

It is often said that the TOGAF Standard is an IT architecture framework

Figure 2-2. TOGAF Architecture Content Framework

The TOGAF Standard consists of several components that work

Figure 2-3. The TOGAF Standard, 10th Edition

As the name Introduction and Core Concepts suggests, this document

The ADM is discussed in more detail in the documents Architecture

2.3.1.1. Architecture Development Method

Figure 2-4. The Architecture Development Method

The phases of the ADM are as follows:

Phase A: Architecture Vision. This phase is the initial starting

Phase E: Opportunities and Solutions. The Opportunities and

the architecture evolves, new requirements may emerge, and existing

The TOGAF Series Guides also include:

• Domain-specific guidance, such as integrating risk and

• A foundation for understanding and using

• An explanation of what business capabilities are and

• Details on how business scenarios can develop

In addition, the Series Guides describe how to apply the Architecture

2.4. Similarities and Differences

About the Reviewer��ix

Chapter 3: Architecture Definition��23

Chapter 4: Architecture Domains��27

Chapter 5: Architecture Roles��35

Chapter 6: Architecture Visualization��47

Chapter 7: Architecture Positioning��77

Chapter 8: Architecture Implementation��83

Chapter 9: Next Steps��229

Chapter 10: Architecture Application��233

Chapter 11: Closing Remarks��247

Appendix A: Example Information Map��249

Appendix B:Example Maturity Model��255

Appendix C:Example Work Package View��261

2.3. The Open Group Architecture

2.3.1.1. Architecture Development Method

2.4. Similarities and Differences

3.1. Defining Enterprise Architecture

4.1. Domains and Layers

4.2. The Information Domain

5.1. Defining Roles and Functions